Page 6 - Leadershift

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Leadership maturity model.
Data: Bersin by Deloitte, Deloitte Consulting LLP, 2016.
Right:
Defining features of independent work, segmentation variation among EU-15 and US.
Data: Independent work: choice, necessity and the gig economy, McKinsey Global Institute, 2016.
Yet a number of studies have shown how Millennials are in fact bringing new skills and ways of working to organisations. Companies are responding with new solutions of their own as they seek to attract the very best talent. Organisational hierarchies are flattening as they seek to encourage collaboration. Careers and management styles are evolving. The former becoming less predictable than it has been historically. The latter transforming its very definition, the way it functions and the processes it uses.
In their own ways, both are defined by the way self-directed individuals set their own goals and develop their abilities and define their own path of personal growth. Both are also driven by the organisation’s ability to create working environments that allow individual and collective learning5.
So, in an environment in which careers depend on the relentless pursuit of new skills and knowledge and companies are having to constantly adapt, “leadership is less about the “art” of leadership and more about the challenges the leaders are facing. (...) When older business models are no longer working leaders need new capabilities”6.
Historically, leadership was a hard-won skills developed from a number of distinct domains of a person’s life; work, community, friends, family. Now it is developed across these domains, and a time in which they are changing in response to contemporary social trends.
Leaders are obliged to develop differentiated models of innovations as well as programmes of learning, inclusion and collaboration. Meanwhile,
LEADERSHIP DEVELOPMENT METHOD
ORGANIZATION ATTITUDE TOWARDS RISKS
KNOWLEDGE SHARING CONSIDERATION
LEADERSHIP MODEL
FOUNDATIONAL LEADERSHIP
Education
Intolerant
Poor
Lacking leadership model
INTEGRATED LEADERSHIP
Education + experience
Averse
Little
Existing leadership model but not communicated
SCALABLE LEADERSHIP
Education, experience + exposure
Accepting risk-taking
Important
Attempting to communicate the leadership model
SYSTEMIC LEADERSHIP
Education, experience, exposure + environment
Encouraging risk-taking
Highly valued and enabled
Leadership model well communicated
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4