WARNING:
JavaScript is turned OFF. None of the links on this concept map will
work until it is reactivated.
If you need help turning JavaScript On, click here.
This Concept Map, created with IHMC CmapTools, has information related to: RESOURCES, leadership capabilities ???? The Innovation Unit and funded by the Department for Children, Schools and Families (DCSF), APRIL 2008, second quarter 2008 ???? Five Components of Success Cisco has been making its own transition from a commandand- control approach to a more collaborative leadership style over the last seven years—and the evolution continues. During the process, we’ve identified five critical components of a successful model for executive collaboration: 1. Create a Common Vocabulary. Have you ever come to the unfortunate realization that everyone in a meeting has a different definition of a fundamental concept, such as strategy, vision, mission, goals and initiatives? 2. Develop Collaborative Processes. If you believe that no one functional group within a company can deliver the whole product, then naturally it behooves functions to work together to deliver products, systems and solutions, and to achieve enterprise-wide objectives. 4. Practice Executive Scaling. Studies show that executive presence in communication activities is the key driver in increasing employee confidence. But in a large or global enterprise, senior leaders can’t meet face to face with all employees worldwide. The solution is to scale executive presence by using live video presentations or time-delayed video on demand delivered to large meetings or desktops. 5. Develop Metrics. How do we define metrics at Cisco? As a unique solution to measure management and employee alignment that yields both diagnostic and prescriptive results. No major corporate change—and certainly not one as broad as communication and collaboration change management—can be successful unless you can measure results and make changes accordingly., march 2007 human capital characteristics ????, QUALITIES OF EXECUTIVE COACHES ???? GATES FOUNDATION 2005, ???? action resources A Human Development View on Value Change Trends (1981-2006), JANUARY 2007 ???? Building on firm foundations Displaying conviction Securing local support Negotiating effectively Mobilising influence Creating effective teams Balancing costs and benefits appropriately, 2002 dimensions of human development, 1. The need for quality and customer orientation. To compete in an increasingly demanding market, the industrial models of 1900, orientated toward producing vast quantities of standardized products, are now antiquated. Competitive conditions require value to be added continuously to productive processes, to ensure that the customer is always satisfied with the value received. 2. The need for professional autonomy and responsibility. With the appearance of new technologies such as robotics, process automation, and data telecommunication, the demand for orientation toward quality and the individual client is also increasing, and there is bound to be an increase in the level of professional knowledge and skills that are an integral part of the supply of products and services. 3. Need for transformational leaders instead of “bosses”. The preceding point explains why it is increasingly necessary to develop a style of “facilitating” leadership to ensure that the right things happen. 4. The need for flatter, more agile organisation structures. The inefficiency of rigid bureaucratic structures, with many hierarchical levels and watertight compartments, can no longer be tolerated in companies that must compete in turbulent environments. new contexts new values Organisational Values as "Attractors of Chaos”: An Emerging Cultural Change to Manage Organisational Complexity Dolan S.L1., Garcia S2., Diegoli S3., Auerbach A4.,, i Executives are recognizing the impact of soft issues - Executives are looking beyond cost cutting to be successful. Nine of ten executives agree “Culture is a important as strategy for business success” and seven of ten feel “Environmentally-friendly products and practices are an important part of our mission”. The concern with environmental issues is especially true among executives in China and other emerging market countries with 77% of them agreeing versus 59% of executives in established markets. ???? ????, map cultural diversity Human Development as a General Theory of Social Change: A Multi-Level and Cross-Cultural Perspective Christian Welzel, Ronald Inglehart, and Hans-Dieter Klingemann, Bounded professionals Cross boundary Unbounded professional Blended professionals ???? NOVEMBER 2008, engagement principles ????, the traditional view of a leader as a decision-maker, instructing and controlling the organisation is inappropriate in a complex/turbulent environment businesses are CAS and can no longer be led by a single all knowing planner & controller personal values matter in the development of "trust " & "mistrust " competence, constancy, caring, candor and congruity establish trust the capacity to convert purpose into action, acting with imperfect information. transformational leadership enables innovation not transactional > the congruence between desired leadership by team memebers & delivered leadership >job satisfaction champions look after others, provide reassurance, give direction and reduce the sense of isolation. This, in turn, reduces the feeling of being lost, or vulnerable through change ????, Bounded professionals Cross boundary Unbounded professional Blended professionals fifth dimension