“Can an organization be too divergent?” asked a middle manager of a large bank me in a development journey? He was taking up the role of Facilitating Adaptability a lot lately.  And the answer seems yes. I’ve seen it in several organizations that promote shared leadership. The top keeps repeating their mantra ‘everybody is leader’, ‘come with new ideas’, ‘it is…
“Tell me about your leadership,” I asked the division manager in front of me. “Well, a typical day starts with scanning my environment for relevant information and dispatch it in my organization. I also check on the numbers and answer urgent questions or complaints. I am responsible for 4 units with a total of +/- 50 people. I spend a lot of time being available for them,…
“A shared or distributed leadership model is better suited for guiding companies that are facing more uncertain, more changing, and more complex markets “(p.23) is what is argued in the book ‘Boards that lead. When to take charge, when to partner, and when to stay out of the way from’ (2014). Although it is clear that the authors are not familiar with the shared leadership…
Frédéric Laloux (2014) did research on twelve organisations without a hierarchical structure. The organisations come from different sectors (e.g. healthcare, food processing, utilities, consulting), have different sizes (from 10 up to 40.000) and operate locally or globally. Key elements in their organizational operating model: - Anybody can make at anytime a decision, as long…
80% of our interactions with our supervisors are positive, and only 20% are negative. The bad news is that the effects of negative interactions on our mood are 5 times stronger (Miner et al., 2005). As a result the net effect of interacting with our supervisors is often negative. We experience less positive emotions with them compared to interacting with our colleagues  (Bono et…
Due to the increasing complex problems we are facing as individuals, organizations, institutions, society, the  ‘genius with a thousand helpers leadership model’ is more and more replaced by ‘shared leadership’. This has implications for leadership development.   Let me start by being 'the master of the obvious' by stating that the old idea of having 1 professor or…
http://www.youtube.com/watch?v=-8h_v_our_Q (via theleadershiphub.com) Any comments?
On this blog we have mentioned several times (e.g. here and here) that shared leadership has become an important leadership paradigm in the 21st century.  Up until now, we have not offered you an overview of what factors increase the likelihood that shared leadership will develop. In reviewing that literature, it struck me that I could quite easily classify (at least at first…
I can't help to notice that in the last two major sport events in Europe, the European Championship soccer and the Tour de France, shared leadership has triumphed over traditional leadership. Spain won with 4-0 from Germany and played in an unconventional 4-6-0 formation. According to Wikipedia this formation sacrifices an out-and-out striker for the tactical advantage of…
Drath (2001)* formulates three knowledge principles about leadership. They describe wonderfully the evolution of leadership. Also in family settings. 1) Leadership is a personal thing. The leader determines the vision, expects loyalty and is personally responsible for adaptive change. Followers follow because they trust the capacities of their leader. Leadership development is…
"Follow the leader" by Isaac Cordal, now also exhibited at Beaufort 04. Ego-dominant leadership is drowning in the age of interdependance and dynamic complexity. As also their submissive followers. (Thanks Eric Rottée for the lead.)