Leadership Agility: Which type of leadership has grown for the future?



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We are moved by the idea to make the world of work more human - without constant pressure for efficiency, stress and fear. As Publisher Best of HR - Berufebilder.de® with podcast, eLearning-on-demand offers and news service we share 15 years of experience with our customers (Samsung, Otto, state institutions). By the Top20 female blogger and consultant Simone Janson, referenced in ARD, ZEIT, Wikipedia .
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Growing complexity and dynamics of changes in the global economy are challenging Company well known. And the pressure is getting bigger, not smaller. The right people in top management are crucial for the survival of companies. And management experts warn: "It's the wrong people at the top".

Leadership Agility: Which type of leadership has grown for the future? management

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Manager: Up to the level of your own incompetence?

Overview

Joachim Sauer, President of the Association of Human Resources Managers, sees the basic problem that too often, pure experts are steadily increasing in the hierarchy on the basis of their specialist knowledge.

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Until the level of their incompetence, the so-called Peter principle or as Sauer says. The good expert is not the same as the good manager.

Leadership Agility

Overview

We see that more differentiated. The expert in his field can be a very good manager if his way of problem solving fits the situation. Conversely, this means that the peak power is aware of their thinking and acting style and in the best case also has other options.

A hitherto unique model of thinking focuses on the "agile" power of leaders: on leadership agility.

What is Leadership Agility?

Overview

The procedure has been designed and evaluated by the American consultant and author Bill Joiner together with a researcher.

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For the first time we use this procedure exclusively in Germany and in the German-speaking area of ​​Europe.

Three levels of leadership agility

Overview

Leadership Agility distinguishes three "maturity levels" of leadership agility. Each degree of maturity integrates the abilities of the previous one and combines these with further insights.

  1. The manager at the level "Expert" is a professional who believes in the persuasiveness of the best solutions.
  2. The Achiever level leader is a strategist who believes in the motivational power of challenging goals and projects.
  3. The Catalyst executive is a visionary and transformer who sees himself primarily as a developer and promoter of the skills of his employees and the organization as a whole.

When does which level fit?

Overview

The type of catalyst, which is equipped with the most comprehensive range of thought and action, employs the two different levels of maturity, depending on the situation:

There are situations in which the problem-solving management skills of the "expert" are optimal or others in which the strategic-goal-oriented thinking of the "Achiever" advances projects.

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How well set up is that Company?

Overview

Whether digitization, the global intertwining of industries, or generation Y claims, companies are faced with ever more and ever greater challenges. But how well do they do it?

To find out, a company has to answer the following question above all else: How flexible is the top management, without at the same time giving the identity of the company? The "degree of maturity" of a company manifests itself in the awareness of its top executives!

The "game" fields of leadership

Overview

We have just heard about 3 maturity levels of leadership types. Which level the executive most corresponds to - whether "Expert", "Achiever" or "Catalyst" shows in three big "game" fields and fields of action of leadership:

  1. Changes in organizations
  2. Improve team performance
  3. Conduct important conversations

The consideration of these three fields of action is already part of the Leadership Agility 360 Grad Feedback (LA 360). The software-based LA 360 analysis and development process has been developed on the basis of the Leadership Agility Thinking Model.

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Four types of agility in three fields of action

Overview

In the LA 360 analysis and development process, after an introductory talk with his advisor, the client seeks his feedback from senior management, employees and other stakeholders.

The assessments of the feedback providers are based on a total of four "types of management agility" that are relevant when "playing" the three major fields of action. It's the skills

  1. directional and contextual leadership,
  2. of creative and solution-oriented management,
  3. stakeholder-oriented management leadership; and
  4. the ability to self-leadership and development

The Action Plan

Overview

If these data have been evaluated by the LA 360 grad system, the client can draw the comparison between the external image of the others and its self-image. When interpreting the results, the client is accompanied by his / her adviser

In doing so, a well-founded action plan will be drawn up, which will determine the areas in which the client wants to develop further in the fields of action within the company. An even higher efficiency is achieved when LA360 is used for a complete management team.

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  1. Skillsoft NETg GmbH

    An exciting article! In addition, we also recommend the free Skillsoft whitepaper "Learning, Agility and Business Success" Enjoy reading!

    • Simone Janson

      Thanks for the hint!

  2. Thak

    RT @Thomas_Michl: #Leadership Agility - Part 2: Spiritual Agility in Leadership Occupational Images # Leadership

  3. Thomas Michl

    #Leadership Agility - Part 2: Spiritual Agility in Leadership Occupational Images # Leadership

  4. Competencepartner

    Leadership Agility - Part 2: Mental agility in leadership: Whether digitization, glob ... #Preparation #Education

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