Kelly Constructing Leadership 4.0

Swarm Leadership and the Fourth Industrial Revolution
1. Auflage 2019
ISBN: 978-3-319-98062-1
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 214 Seiten

Reihe: Progress in Mathematics

The Fourth Industrial Revolution signals a sea change in the way we lead our organisations. Moving away from relational leadership and horizontal, organisationally-led development, it is imperative that business leaders are able to adapt to more networked organisations and shift away from dated assumptions of positional power. Constructing Leadership 4.0 breaks new ground by explaining the urgent challenges facing managers and business leaders. It will teach you how to:

• Approach leadership development as a system rather than a programme
• Develop an organisational ecosystem to support leadership 4.0
• Build collaborative networks
Cultivate a responsive mindset through sensemaking
• Use non-classroom based learning methodologies for educating leaders

Rooted in leadership development methodology and underpinned by cutting-edge research, this book calls for businesses to cultivate responsive leaders through a theory of connectivism and swarm intelligence that reflects the coming cybernetic revolution.

Autoren/Hrsg.

Kelly, Richard

Inhaltsverzeichnis

1;Preface;6
2;About the Book;9
3;Contents;13
4;Abbreviations;15
5;List of Figures;17
6;List of Tables;18
7;1: Introductory Chapter: Towards Leadership 4.0;19
7.1;The Four Pillars of Learning and the Elephant in the Room;21
7.2;Leadership One … Two … Three … Four;28
7.2.1;Leadership 1.0;30
7.2.2;Leadership 2.0;30
7.2.3;Leadership 3.0;31
7.3;The Nature of Leadership 4.0;33
8;2: Making Connections;41
8.1;Industry 1.0 and the Natural (Disciplinary) Leader;42
8.2;Industry 2.0 and the Transactional (Directive) Leader;43
8.3;Industry 3.0 and the Relational (Transformational) Leader;45
8.4;Industry 4.0 and the Responsive (Connected) Leader;47
8.4.1;Global Hyperconnectivity;48
8.4.2;Transhumanism and Intelligence Amplification;52
8.4.3;Robotics and AI;53
8.4.4;Data-ism;55
8.4.5;Alternative Sources of Energy and Power to Transport People and Goods;56
8.5;The Four Systems and a Theory of Cybernetics;59
9;3: Introducing a Systems and Vertical Approach to Developing Leaders;68
9.1;It Is Biased Towards Cognitively Developing Leaders;71
9.2;It Encourages the Idea of Succession Rite;72
9.3;Management Assignments Are Used to Groom Leaders;73
9.4;It Leads to a Fixation on Measuring Leaders;74
9.5;The Primary Method of Developing Leaders Is Still Via Discredited Formal Classroom Training;74
9.6;It Reinforces Horizontal Development and a Culture of Dependency;76
9.7;It Reinforces Positional Power;77
9.7.1;How Can We Do Things Differently?;77
9.7.2;Leadership as a System;78
9.7.3;From Dependency to Readiness;79
10;4: Leadership Development and Structure—From Egosystems to Ecosystems;86
10.1;Centralised (Closed) Structures;87
10.1.1;Patriarchal Organisation;89
10.1.2;Hierarchical Organisation;89
10.2;Decentralised Structures;90
10.2.1;Matrix Organisation;92
10.2.2;Company Profile: Starbucks;93
10.2.3;Strategic Business Unit;93
10.2.4;Company Profile: Walt Disney Company (Disney);94
10.2.5;Ecosystems;94
10.2.6;Team-Led Structures;96
10.2.7;Company Focus: Whole Foods;96
10.2.8;Lattice Structure;97
10.2.9;Company Profile: W.L. Gore & Associates;98
10.2.10;Holacracy;98
10.2.11;Company Profile: Zappos;99
10.3;Swarm Enterprise;101
10.3.1;Company Profile 1: Daimler AG;104
10.3.2;Company Profile 2: Typeform;106
10.3.3;Fostering Leadership Through Organisational Structure and Design;106
11;5: Leadership Development and Connections—From Leading Through Structures to Leading Through Networks;117
11.1;The Nature of Networks;118
11.1.1;Centralised Networks;119
11.1.2;Decentralised Networks;120
11.1.3;Distributed Networks;120
11.2;Examples of Open Innovation;123
11.3;Practical Considerations and Principles for Building Collaborative Networks;124
11.4;Some Basic Principles for Building Collaborative Networks;127
11.5;Towards Swarm Leadership;129
12;6: Leadership Development and Mindsets—From Directive to Collective Behaviour;138
12.1;From Decision-Making to Sensemaking;139
12.1.1;Practical Ways to Enhance Sensemaking;140
12.1.1.1;Reclaiming Old Models;140
12.1.1.1.1;1. Mental Models;140
12.1.1.1.2;2. Ladder of Inference;140
12.1.1.1.3;3. Frame Reflection;141
12.1.1.1.4;4. The Iceberg Model;141
12.1.1.1.5;5. Scenario Planning;141
12.1.1.2;Cynefin Framework;142
12.1.2;Case Study: Agile Software Development;143
12.2;From Charismatic Authority to Swarm Intelligence;144
12.2.1;Practical Ways to Develop Swarm Intelligence;145
12.2.2;Cultivating Multiple Intelligences;146
12.2.3;Collaborative Intelligence;147
12.2.3.1;Preferences;147
12.2.3.2;Focus on Others;148
12.2.3.3;Lead Through Conversation;148
12.2.3.4;Understand Social Network Theory;148
12.2.3.5;Utilise Collaboration Tools;148
12.2.4;Group Improvement (Kaizen);149
12.2.4.1;Kaizen and Stages of Learning;149
12.2.4.2;Feedback and Coaching;149
12.2.5;Dealing with Constant Change and Ambiguity;150
12.2.5.1;Self-Assessment;150
12.2.5.2;Virtual Reality Games;151
12.3;From Analogue to Digital Mindsets;152
12.3.1;Practical Ways to Develop Digital Quotient;152
12.3.1.1;Network Perspective;152
12.3.1.2;Navigationalism;153
12.3.1.3;Information Transparency;153
12.3.2;Towards New Pedagogical Methodologies for Developing Business Leadership Mindsets to Embrace a Volatile World;154
12.3.2.1;Technology-Based Learning;155
12.3.2.1.1;Virtual, Augmented, and Mixed Reality;155
12.3.2.1.2;Leadership Development and Future Technological Trends;156
12.3.2.2;Networked Learning;156
12.3.2.3;Self-Directed and Metalearning;157
12.3.3;A Different Approach to Developing Leadership Mindset;158
13;7: Future-Proofing Organisations for Leadership 4.0;168
13.1;The Three Realties;169
13.2;Specific Actions Organisational Decision-Makers Need to Take to Respond to These Realties;171
13.3;Structure;171
13.4;Connections;173
13.5;Mindsets;174
13.6;The Role of the LD Advisor;176
13.7;Managing the Change Process;177
13.8;Phased Transition;178
13.9;Networked Learning Organisation;181
13.10;Education and Culture Programmes;182
13.11;Recruitment and Redundancies;182
14;Epilogue;190
15;Glossary of Terms Used;193
16;Bibliography;200
17;Index;216