Paradigm Shift In Leadership And Management
Creating a progressive culture characterised by transparency consists in promotng entrepreneurial competence and understanding essential indicators of how the company is doing.
By sharing information with all employees, progressive leaders strengthen collaboration and increase it. Open information ensures that ideas flow freely at all levels of the organization.
Executive development is believed to be the principal driver for delivering business results (43%) and business growth (20%). More than half of the respondents (44%) described the leadership development in their organisations as poor and more than half (54%) as ineffective. Under the new leadership paradigm, leaders are motivated to improve the well-being of people and communities in ways that transcend intrinsic value.
A majority (56%) believe that support from top management is a key success factor to ensure effective leadership development in an organization. Organizations can invent, innovate, move forward, and become smarter and more capable than the sum of their parts when leaders are led, influenced, inspired, controlled, and humiliated. This combination of management and leadership creates long-term results and the ability to adapt to changing markets. Leading in the ecosystem is not something you learn in your MBA or your years as a top manager. In today’s competitive market, you are judged and valued by your fellow human beings. Consequently, new roles and behaviors are needed to lead an ecosystem of self-managed teams. Distributed leadership and a culture of learning become crucial. Hence, leadership will experience a paradigm change.
A paradigm change signifies a profound change
Management and culture paradigm change is a profound change, and we need to get people to believe in this paradigm. This process needs to be explained to employees and the organization they are in. This is a force that requires strong leadership and superior communication skills to overcome pushback. Command change is no longer a plausible way to implement change in an organization. When this happens, learning and development functions need to be revived so that they can achieve the implementation of the great paradigm shift. Reorganization activities are the lynchpin of transformative leadership. In the future, leadership and management jobs will go to people with production and manufacturing skills. The remuneration and high status of executive positions and management promotions are primarily for people with area-specific knowledge, skills, services, leadership skills, strength of character, and caring and social dispositions.
In early 2020, these were the questions faced by the executives of the Swedish telecommunications company Ericsson in 11 countries in Oceania, Southeast Asia and India. Ericsson has anticipated a paradigm shift in leadership culture, with new behaviors, attitudes and skills emerging to meet the new and unpredictable needs of markets and employees. But with so many constraints on the normal ebb and flow of trade, the emphasis on the development of indigenous leaders has never been more pronounced.
Ericsson, the legendary Swedish telecommunications company, has been planning for months a massive executive development and coaching program for all executive levels in Oceania, Southeast Asia and India. But Ericsson’s leadership decided that such a program was not only useful, but indispensable. When the pandemic broke out, the program’s 450 executives were among the 9,000 employees it oversaw who were forced to work from home.
The evolution of management
After World War II, the management paradigm was about personal power and the control of others, rather than serving the workforce. When the soldiers returned home from the Great Migration, the families moved from farmland to the big cities, and the soldiers slipped into companies with similar management structures. The development of technology and society has changed the behaviour and actions of organisations in markets with new rules and actors. Modern organizations are very different from the prototypical hierarchy. Views of the business ecosystem are emerging, which top managers and boards of directors examine and with which they must experiment.
Leadership skills include interactions between the Executive Board and top management, key business issues, stock market analysis, analyst interactions, promoting innovation and constant improvement, achieving profitable financial results and strategic growth and establishing effective workplace culture and leadership.
