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Survey Results: Which Leader Would You Follow? Which Leader Gets Results?

December 14, 2010 1 comment

This blog summarizes some of the results from an informal online survey that I conducted recently with respondents participating from 22 countries around the world. The survey was intended to help clarify attitudes toward leadership across different generations and geographic cultures. In regard to culture, respondents were asked to indicate in which country they were born, educated, and work. In addition, respondents were asked to identify their gender, and to indicate the business or other sector in which they work. They were also asked to identify the occupational title that most accurately defined their own organizational role.

It is noteworthy perhaps that far more males than females responded to the survey, and that this was the most noticeable in the youngest and the oldest cohorts. In particular, in the youngest cohort, only 15% of respondents were female.

With regard to business or other sector in which respondents worked, most sectors were represented; however, the educational sector had the largest representation at 42%, with the business/professional services sector next largest at 17%.

Respondents in the older cohort all occupied senior roles in their organizations (supervisor on up to CEO).

The following notes  and the table below set out the principal results:

No significant correlations with respect to country of birth, education, or work were identified.

No significant correlations with respect to the type of business or sector in which respondents worked were found, except that respondents working in the Not For Profit sector indicated on questions #1 and #2 a preference for a leader who had gained influence through a designated management position – as is shown in the table, this is contrary to the preferences shown by the majority of respondents.

From the responses to questions #1 and #2 we can see that all cohorts will more readily follow a leader who has gained influence through social interaction rather than from a designated management position. In addition there seems to be a trend corresponding with increasing age to more readily follow a leader who has gained influence through social interaction, and also to believe that such leaders are likely to be most effective in achieving results. This is consistent with research that has shown that most senior leaders spend a lot of time “schmoozing”, and rely on social interaction to influence results and get things done through others. The belief that leaders who gain influence through social interaction are likely to be most effective in achieving results seems less pronounced in the oldest cohort, perhaps because members of this cohort all claimed to hold senior positions themselves and have come to believe in having “power over” (see Blog “Power Over vs Power To ..” at https://tlainc1.wordpress.com/2009/08/27/power-over-vs-power-to/)

The responses from question #3 indicate that no generational cohort would choose to follow a leader from their own generation over a leader who shares their values or who displays leadership behaviors important to them. Members of the youngest cohort do slightly favor following a leader who shares their values rather than one demonstrating leadership behaviors important to them, and this is opposite to the preference shown by the two older cohorts.

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Change Proofing

November 21, 2009 Leave a comment

In 1995 I co-authored a paper [1] about “Change Proofing” – the ability of a commercial organization to manage change stimulated by largely unanticipated, hard-to-predict events and shocks. Examples up to that time included trauma due to third world debt in the 1970s, the energy industry in the 1980s, and commercial real estate and corporate buy-outs in the 1990s.

History shows that the consequences of failing to recognize and interpret harbingers of change can be devastating. It is said that the ancient Peruvian Indians were unable to “see” the sails of the invading Spanish fleet, and dismissed them as mirages. More recent historical (hysterical?) examples of myopia include US automobile manufacturers who were blinkered to Pacific-Rim competitors, and even IBM, which was long unprepared for opportunities presented by the explosive growth of personal computing.

Clearly-identified business trends, such as globalization, technology, demographics and new social orders, had often been cited up to 1995 as drivers of change. However, little attention had been given to management of change stimulated by largely unanticipated, hard-to-predict events and shocks, such as rapid oil price changes or the sudden collapse of centrally-planned economies. Few models of such change, or techniques to plan or cope with it had been presented in the literature in 1995 or since for that matter, although even in 1993 according to such an authority as Ed Schein [2]: “…the problem is not management of change but the management of surprise”.

Change Proofing was not intended as a means to resist or avoid change, but rather a process for becoming more flexible and responsive in order to cope with it. The Change Proofing paper proposed that environmental shocks and surprises could best be managed by increasing the ability of the organization itself to anticipate, recognize and respond to them – surprise surprise – before hand! The paper set out theoretical reasoning, but more importantly it detailed a straightforward practical Change Audit that would help organizations of all types and sizes frame and address critical factors for Change Proofing; form more realistic and objective views of radical environmental change; and develop better means of coping with surprise. The paper also recommended that the Change Audit should cover organizational learning processes and their impact on strategic focus, motivation and core capabilities.

So what can one say about current events? Too bad so many of today’s organizations haven’t read the paper or didn’t heed its message?! Well, it’s not too late to plan for next time – and there will be a next time – so I invite you to have a look at the paper now …

[1] Drew, S.A.W. & Smith, P., The Learning Organization: Change Proofing and Strategy, The Learning Organization, Vol. 2, No. 1, 1995

[2] Schein, E.H., How can organizations learn faster? The challenge of the green room, Sloan Management Review, Winter, 1992; pp. 85 – 92