/pdf/future-trends-in-leadership-development-2vdz6tsw6a.pdf

Future trends in leadership development

A significant failure rate exists when it comes to organizational change. Managers understand the importance of organizational change, but many of them do not know how to execute it effectively. This study examines the reasons why the implementation of organizational change is so complicated and it suggests ways to break down the barriers to change.

/pdf/breaking-down-the-barriers-to-organizational-change-1nbbr96ivq.pdf

Breaking Down The Barriers To Organizational Change

We agree with Yammarino, Salas, Serban, Shirreffs, and Shuffler (2012) that embracing collectivistic leadership approaches requires broadening leadership development beyond an exclusive focus on individuals. Over the last decade the leadership development community at the Center for Creative Leadership (CCL)—of which we are members—has shifted its view of leadership. We now approach leadership as an accomplishment of collectives rather than as the actions of individuals identified as

Getting to “We”: Collective Leadership Development

For more than 30 years, commentators have been questioning the processes that medical schools and teaching hospitals use to search and recruit their leaders. Recent studies suggest that these problems persist, not only within academic medicine but across industries and countries.The authors' thesis in this article is that the search process, although always important, will be of even greater consequence than before, given the current environment for academic medicine. They (1) demonstrate why the academic medicine sector faces an impending talent crisis, (2) review the evidence on how a systematic approach to talent development has important organizational outcomes, (3) review the current state of the search and recruitment process for leaders in academic medicine centers, and (4) underscore the use of a continuous improvement approach as a way to improve the search process.The authors describe one such approach, which included retaining a core set of search committee members from one search to the next, appointing an associate dean for leadership development who instilled consistency in search and recruitment processes, and evaluating and making improvements to the search process via participant and stakeholder feedback.

The current state and future possibilities of recruiting leaders of academic health centers.

/pdf/becoming-a-leader-who-fosters-innovation-yzcpf9u6dy.pdf

Becoming a Leader Who Fosters Innovation

Transforming Your Leadership Culture John B. McGuire and Gary B. Rhodes Jossey-Bass, 2009 336 pages, Hardcover, $42.00Are you a considering a major change in your organization? Do you need to transform your organizational culture? If this is the case, John B. McGuire and Gary B. Rhodes propose in Transforming your Leadership Culture that if you want to succeed in this endeavor "you," the leader, must become the first subject of change. The authors bring their years of experience in executive leadership training to propose a schedule of organizational change that begins wither?, and your leadership culture. This book does not give you recipes on how to be an external actor, an outsider, or a mere implementer of change; rather, here you are required to be the catalyst of that change from within. If you want your organization to change you must change first.The book begins with a brief introduction of the main leadership cultures over the last hundred years. During most of the 20th century, organizations endorsed a command and control culture that firmly rooted the military experience of World War II into the post war organizations. The 1970's brought the vital influence of W. Edwards Deming's work on quality. With quality, the sole-hero emphasis of command and control surrendered in favor of an achievement based culture that emphasized competitiveness and achievement through cooperation, and through an alignment of everyone towards a common direction.This new century has brought some major paradigm shifts, and the achievement culture of the past is not sufficient to meet the new challenges ahead. To cope and succeed within this new environment, the authors introduce a new leadership culture, the interdependentcollaborative organization. A key purpose of the book is to help leaders achieve this interdependence-collaboration in their organization. McGuire and Rhoades propose that interdependence-collaboration can be accomplished through the following steps: (a) executives must do the change first because they must lead by example and cannot delegate the transformation of culture to others. Leaders can achieve this if they keep in mind the principles of not having others do what you are not willing to do yourself and "if you want something different you should become something different." (b) A critical mass of leadership culture at the senior level becomes the catalyst for change throughout the organization. This strategy proposes that once you and your senior team change first, and then commit to that change, you can act as a channel that initiates leadership growth. This growth then permeates into the middle level and eventually into all levels of the organization, (c) Everyone gets bigger minds. A keyword here is everyone. The concept of bigger minds is developed further in one of the chapters.Performers evolve into bigger minds through the stages in their leadership culture. At a lesser stage, the mindset in a command and control organization is similar to that of a dependentconformer. As dependent conformers, individual needs are highly determined by the needs and reactions of others. Dependent-conformers typically see education as teaching and training in specific skills (usually technical) that they need to have in order to carry out their duties. In an achievement based culture, however, the usual mindset is that of an independent achiever (also called freethinker). These individuals become independent self possessed persons that create their own values and standards. They are usually highly adaptive, with high technical skills, and their drivers are often achievement, success and individual competence. Freethinkers often work hard to reach their interests (first) and the interest of their organizations (second).The interdependent-collaborator (also called Collaborator, Transformer) is the latest stage in the development of "bigger minds" and it is the typical mindset in an interdependentcollaborative organization. …

Carlos Alsua

Papers

Transforming Your Leadership Culture