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The Integral Leader

The Integral Leader. Summer School 2013: Becoming an Outstanding Leader. University of Wales, Trinity Saint David, Lampeter 26 June 2013 Charles Hampden-Turner and Fons Trompenaars . Your clients and partners. Doing More with Less: Main levers to pull. Innovation. Sustainability.

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The Integral Leader

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  1. The Integral Leader Summer School 2013: Becoming an Outstanding Leader University of Wales, Trinity Saint David, Lampeter 26 June 2013 Charles Hampden-Turner and Fons Trompenaars

  2. Your clients and partners

  3. Doing More with Less: Main levers to pull Innovation Sustainability Leadership Globalization Einstein: "You can't solve a problem at the same level it was created"! Whilst all organizations share the same types of problems during these difficult times, their approach to them is usually culturally biased and often set in their past. New innovative solutions are required that are grounded in sharp strategy, understand the organization's values, reconcile the competing demands of the perspectives of all stakeholders including shareholders, employees and customers, plus solid branding and impeccable design.

  4. Approaching Dilemmas: Navigating Strategic Tensions And that is what servant leaders do To Create Wealth is to combine Values that are not easily joined….. Therefore scarce... Therefore profitable….

  5. Servant Leadership (Greenleaf) “Servant Leadership is enabling others to perform better”

  6. Main dilemmas (1)

  7. Main dilemmas (2)

  8. This approach leads to concrete and measurable actions… Realize and Root Implement Reconciling Actions Impact Reconcile Resolve Cultural Differences Respect Appreciate Cultural Differences Recognize Increase Awareness Time

  9. Core Proposition “Servant leaders have the propensity and competence to help organizations and its teams reconcile dilemmas for better sustainable performance”

  10. Some hard evidence

  11. Some hard evidence Our research reveals that propensity to reconcile dilemmas correlates with bottom line business performance Source: 21 Leaders for the 21st Century p429

  12. Some soft evidence

  13. 5. Global or standardized) productsversus local tastes, particular markets 6. Customer is always “right” versus anticipate customers needs Corporate Effectiveness & Efficiency 1. To develop our people versus to become more cost conscious 10. Satisfy our customers at all costs versus shareholder value 8. Operational Agility versus strategic clarity Employee Development & Learning Satisfaction of the Client 4. Reputation in wider communityversus serveour customers wants 2. Reward our people for their mastery versusReward our shareholders for their faith in us 9. Leverage intellectual capital versus innovative projects 7. Equal opportunitiesversus positive discrimination Shareholder Returns & Financial Performance Contributions to Society 3. Keep short-term cash flow versus Invest in long-term sustainability

  14. What is Culture? Please define culture

  15. A model of culture Physical contact Language Work ethic Food Expression of emotion Meeting style Architecture Rhythm & Pace Dress Behaviour Literature

  16. A model of culture Artifacts & Products Norms & Values Explicit Culture

  17. Culture as a Normal Distribution French Culture Stereotype Stereotype For example US Culture

  18. A model of culture Explicit Culture Basic Assumptions Implicit Culture

  19. About Culture Is a dynamic process of solving human problems/dilemmas in the areas of… - Human Relationships - Time - Nature

  20. Rules versus Exceptions Individual versus Team Control versus Passion Specific versus Diffuse Lord versus Servant Sequential versus Synchronic Inner versus Outer Orientation 01 02 03 04 05 06 07

  21. 01/ The Car Accident What happens to your friend?

  22. My friend has a definite right as a friend to expect me to testify to the lower figure. He has some right as a friend to expect me to testify to the lower figure. C. He has no right as a friend to expect me to testify to the lower figure. 01/ What right does your friend have?

  23. 01/ Dilemma: INTEGRITY • The top 2 of your corporate values are: • Integrity • We respect the cultures of others Please discuss in the context of these values what your answer would be…

  24. 01/ Universalism vs Particularism • Consistency • Systems, standards & rules • Uniform procedures • Demanding of clarity • Letter of the law • Flexibility • Pragmatic • Make exceptions • “It depends” • At ease with ambiguity • Spirit of the law

  25. 01/ Universalism Friend has no/some right and would not help

  26. 01/ Universalism Friend has no/some right and would not help

  27. Global or standardized productsversus local tastes, particular markets Corporate Effectiveness & Efficiency Employee Development & Learning Satisfaction of the Client Shareholder Returns & Financial Performance Contributions to Society

  28. 01/ Dilemma Globalism and Localism Global Standards (Critical Mass) Cultural Diversity (Differing solutions)

  29. Globalization vs. Localism Global Corporation Multi-Local Corporation Global centralized Decentralized Multinational

  30. Globalization vs. Localism Transcultural Corporation International Corporation Global centralized Decentralized Multinational

  31. Universalism versus Particularism - dilemmas

  32. 01/ Main Challenges • Mass-Customization • 2. Co-Opetition • 3. It is Cool to be emotional • 4. Moments of Truth • 5. Servant Leader • 6. Just In Time Synchronizing Sequences • 7. Pushing through the Pull

  33. Universalism versus ParticularismIndividualism versus CommunitarianismNeutral versus AffectiveSpecific versus Diffuse Achievement versus AscriptionSequential versus SynchronicInternal versus External Control 01 02 03 04 05 06 07

  34. 02/ Individualism versus Communitarianism a) One said: ‘It is obvious that if one has as much freedom as possible and the maximum opportunity to develop oneself, the quality of one’s life would improve as a result.’ b) Another said: ‘If the individual is continuously taking care of his or her fellows then the quality of life for us all will improve, even if it obstructs individual freedom and individual development.’

  35. 02/ Individualism Percentage opting for individual freedom

  36. 02/ Individualism Percentage opting for individual freedom

  37. 02/ Dilemma Reconciliation The Individual and the Team Case Study:Individual Performance versus Team Spirit

  38. 02/ The Individual and the Team Reward Individual Performance Stimulate Team Co-operation

  39. 02/ Dilemma Reconciliation (1,10)Me, Myself and I withholding Information Reward Teams for Individual Creativity (10,10) ANDReward Individuals for Team Work (5,5)Go for the Small team Team Mediocrity (10,1) Individual Motivation Team Motivation

  40. Individualism versus Communitarianism - Dilemmas

  41. 02/ Main Challenges • Mass-Customization • 2. Co- Opetition • 3. Moment of Truth • 4. It is Cool to be Emotional • 5. Servant Leader • 6. Just In Time Synchronizing Sequences • 7. Pushing through the Pull

  42. Universalism versus ParticularismIndividualism versus CommunitarianismNeutral versus AffectiveSpecific versus Diffuse Achievement versus AscriptionSequential versus SynchronicInternal versus External Control 01 02 03 04 05 06 07

  43. In my society, it is considered unprofessional to express emotions overtly. Please select your position on the statement above: A. Strongly agree B. Agree C. Undecided D. Disagree E. Strongly disagree 03/ Neutral versus Affective

  44. 03/ Neutral versus Affective Percentage not expressing emotions overtly %

  45. 03/ Neutral versus Affective Percentage not expressing emotions overtly %

  46. 03/ Neutral versus Affective Myers Briggs Type Indicator (MBTI) DILEMMA How to select the Right Person? Myers Briggs Type Indicator (MBTI)

  47. 03/ Neutral versus Affective Emotions in Control

  48. 03/ Neutral versus Affective Emotions in Control

  49. 03/ Neutral versus Affective (1,10) Analysis, Paralysis Emotions and head in Control Heart in Passion

  50. 03/ Neutral versus Affective (10,1) Loving Neurotic Emotions and head in Control Heart in Passion

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