Abstract
Product-market relationships require the organization to be open and adaptable to its turbulent environment. To lead in this context, the leader must develop strategic skills: ability to visualize the future (strategic orientation): transcendent vision; a strong sense of direction (energy-charisma): align; with flexibility to change (organizational learning): adaptability-openness; orientation to the development of people (talent management): delegate; and an analysis and synthesis (reasonable feedback): reflective analysis. He develops these skills by practicing transformational leadership, whose roots and beacons of light are: his personal values (Fardella, 2013).
Introduction
One reason that there are so many different theories of leadership is that researchers focus their attention on different elements. At one level, all of these theories are correct, because they all point to a central component of the complex human situation that is leadership, analyze that component in detail, and ignore the others. At another level, none of these theories are concerned with organizational dynamics, particularly the fact that organizations have different needs and problems at different stages of their evolution. We tend to address the issue of leadership in an empty space, instead of specifying what the leader's relationship with the organization is at any given time. As we prepare for the future, I think the relationship between the leader and the organization will become increasingly complex (Schein,2006).
The current organization must be: Flat, minimum hierarchical levels. In external Network (interdependence), with other companies such as clients and suppliers, in internal network, forming work teams that cross the limits of their organizational units. Flexible, with different types of contracts. Diverse, favor the diversity of the workforce, especially if it has to operate in different cultures. Global, operates in different countries. A decade ago they were not among the priorities, self-confidence, credibility, integrity, comfort in ambiguity, openness to change, high motivation for achievement, optimism even in failure, commitment to the organization, skill to stimulate and retain talent, sensitivity to different cultures and the ability to lead groups (Abarca, 2006).
In more organic and flexible organizations, mastering interpersonal and emotional skills, such as being able to analyze, influence social and group contexts, negotiate solutions, organize work teams and establish solid and stable relationships with other groups inside and outside of the organization, acquire a determining value in the success or failure of a management. People must be open and adaptable to all alternatives, accept criticism (listen), objectively analyze the different proposals (thoroughness), encourage divergent opinions as they enrich the solutions (respect, honesty and responsibility). Discussions are about ideas and not personal. The decision proposal is a collective result that has everyone's commitment.For this, the leader must create a climate of freedom and inner harmony that are the foundations of practical group wisdom. It stimulates diversity during dialogue and debate, and then manages the unit when the objectives and strategic direction of the organization have been decided.
You must understand and learn from customers and competitors, understand industry trends, develop a relationship of trust with suppliers and workers in the organization. The only source of lasting competitive advantage is an organization's relative ability to learn faster than its competition. With these words the movement was born: organizational learning (De Geus, 1988). For him, learning was: “the process by which an organization evolves to remain in harmony with the changing environment”, this is key for organizations to survive and prosper (Senge, 2007). The power of a well-organized team is superior to any organization built around one or two stars.“Organizational learning” will clearly be the focus of the companies that try to produce superior intellectual results through “teamwork” (De Geus, 2002). Although they appear simple and disorganized from the outside, they are supported by a system of shared and unstructured values, which allows the informal organization to control the formal one. It guarantees cohesion and effective leadership in teamwork (Kets De Vries, 1999).
The sociological implications of quantum theory and chaos, both, suggest that the world is not a machine, but rather a set of changing relationships. These are unknowable because any attempt to measure them alters them. Unpredictable because small differences in initial conditions can quickly produce very large differences in the future state of the McDaniel system (1997). The only thing we have left in an unknowable and unpredictable world is: coherence. The combination of inevitability, ignorance and unpredictability makes orientation a basic question for human beings. Being consistent is like navigating with a compass instead of using a map. “Maps, by definition, are only useful on known, explored, and mapped worlds. Compasses, on the other hand,they are useful when one does not know where one is and only needs a general sense of orientation ”Hurst (1985). Maps can be the support of performance, while the compass and its needle, which operate as "human values", are the support of learning and renewal. The “effective leader” is: he who seeks the best question, accepts his inexperience (lightness), remains on the move (vitality), directs decisions towards the most expert people on the subject in question, builds good stories, is obsessed with update (learning), stimulates improvisation and is very aware of his personal ignorance (authenticity). People who act in this way help others find meaning and coherence in what they do. The coherent person does not believe that, when taking risks or following rules,There are correct generic answers, but tries to stay in “contact with the context”.
Companies face an unprecedented level of uncertainty, unpredictable situations, making decisions without all the information, requires more cooperative and team-oriented management teams. We see that the environment, the organization, its work teams and its leader work as a whole: not fragmented. The analytical and fragmented view of reality with which we have lived for so long is "inadequate to deal with our overpopulated and interconnected world" Capra (1975,1982), we are experiencing a "crisis of perception". Chaos theory suggests a perception and an associated conception of a one-piece, organic, seamless, fluid and interconnected world: the whole. He says he can find self-similar reflections of the cosmos within each of its "parts."
Today more and more companies face adaptation challenges: global changes in societies, markets and technology are forcing them to clarify their values, develop new strategies and learn new ways of operating. And the most important task for leaders of such challenges is to mobilize all employees in the organization to work on adaptation. Heifetz and Laurie (2002). Individual learning does not guarantee organizational learning, but there is no organizational learning without individual learning (Senge, 1993).
Leadership and management are different and complementary methods of acting. These two very different functions, to deal with difficulty and change, determine the characteristic activities of management and leadership (Kotter, 1990). Each method of action has to decide: what to do, create networks of people and relationships that can carry out a program, then try to get those people to actually do the job. But each performs these three tasks differently. In companies they manage complexity: planning and preparing a budget; setting goals and targets for the future; establishing stages to achieve them, then allocating resources to carry them out. But, leading an organization to practice constructive change must: set an orientation,developing a vision of the future together with the strategies that allow introducing the necessary changes to achieve it. In management, this plan is developed through organization and staffing: creating an organizational structure and jobs to meet the requirements of the plan, filling those positions by hiring qualified people and communicating the plan to them, delegating responsibility for the execution of the plan and devising systems to control that execution. In leadership it is the coordination of people. It means communicating the new orientation to people who form coalitions, understand the vision, and commit to achieving it. Management ensures the implementation of the plan by controlling and solving problems: comparing the results with the original plan, both formally and informally,through reports, meetings and other instruments; analyzing the deviations; and then planning and organizing to solve the problems. In leadership, to achieve the vision, there is a lack of motivation and inspiration: getting people to move in the right direction, despite great obstacles that hinder change, appealing to needs, emotions and human values that are so often wasted.
Managers and leaders: are they different? (Zaleznik, 1977). A managerial culture emphasizes rationality and control. Directs his energies towards objectives, resources, organizational structures or people, a manager solves problems What problems must be solved and what are the best ways to obtain results so that people continue collaborating with this organization? From this perspective, managing is nothing more than a practical effort to run companies; To fulfill its mission, it requires many people to function effectively at different levels of position and responsibility. It doesn't take genius or heroism to be a manager, but rather perseverance, a strong mind, hard work, intelligence, analytical skills and, perhaps most importantly, tolerance and goodwill.Leadership is directing the work that other people do. Managerial relationships with people depend on the role they play in a series of events or in a decision-making process; while leaders, who are interested in ideas, establish relationships in a more intuitive and empathetic way. The difference is: in that the attention of a manager is directed to how things get done and to a leader what decisions and events mean to the participants.The difference is: in that the attention of a manager is directed to how things get done and to a leader what decisions and events mean to the participants.The difference is: in that the attention of a manager is directed to how things get done and to a leader what decisions and events mean to the participants.
Effective leadership is a determining factor in creating organizations that achieve excellent results. These, assume two functions: the charismatic, elaboration of visions, granting of autonomy, contribution of energy; and architectural, it acts as an organizational designer that implements appropriate structures and systems (Kets de Vries, 1998).
To fulfill these functions in an organization, the leader must relate the products (company) to their markets (environment), that is, what are the objectives and purposes of the organization; if it should be diversified, in which areas, with what emphasis; and how the organization should develop and exploit its current position in the product-market. These specific questions are directed to the strategic problem of a company. Strategic decisions ensure that the company's products and markets have been chosen well, that there is adequate demand, and that the company is able to obtain a share of this demand. The strategy imposes certain operational requirements: price-cost decisions, adjustment of production to satisfy demand, conformity to changes in customer needs, and technological characteristics,and the process. The administrative structure must provide the climate to satisfy, for example, a strategic environment that is characterized by frequent and sudden fluctuations in demand, requires that marketing and production are closely coupled organizationally to provide rapid responses; A highly technical environment requires the R&D department to work closely with sales staff. In this sense, structure follows strategy (Ansoff, 1965).requires marketing and production to be tightly coupled organizationally to provide quick responses; A highly technical environment requires the R&D department to work closely with sales staff. In this sense, structure follows strategy (Ansoff, 1965).requires marketing and production to be tightly coupled organizationally to provide quick responses; A highly technical environment requires the R&D department to work closely with sales staff. In this sense, structure follows strategy (Ansoff, 1965).
This leads to researching the strategic skills that a leader must develop to lead an organization. Objective (Hypothesis): Ability to visualize the future: a strategic orientation; produce organizational synergy: energy-charisma; with flexibility to change: organizational learning; orientation to the development of people: talent management; and reflective analysis: reasonable feedback.
Theoretical framework
Drucker reflects on: technologies and the knowledge society, the global economy, in these three constructs: technology, society and economy (variables of the macro environment of an organization), it leads to the society of organizations. “It scrutinizes discontinuities, it does not predict the future, it looks at the present. He doesn't ask what tomorrow will be like. Instead, ask what we have to face today to build tomorrow ”Drucker (1969, px). I re-praise the direction and administration of companies and organizations of all kinds that I call: a new general theory of the society of organizations, and responding to discontinuity (an interruption, the result of which is a change), a cause caused by the emergence of pluralism.
As you discern about your work, you highlight the discussion about how an organization works and operates in a turbulent environment. “We want an institution that adapts to change from the beginning, an institution that demonstrates over and over again its right to survive. This is what a company is designed to create and direct change ”Drucker (1969, p.222). Because of its philosophy of how to run an organization, it is considered suitable for our research. It distinguishes three parts of how an organization works and operates:
- The goals: The most difficult and most important decisions regarding goals are not what to do, they are first of all what to abandon because they are no longer worthwhile. Second, what to give preference and what to focus on Drucker (1969, p.179). It is related to a Strategic Orientation. Transcendent vision. The management (management): Drucker calls sickness, which can be acquired by the one who governs, any institution or organization: substitute governing for doing. Manage your people who have: the knowledge, source of creativity and innovation, and of productivity that implies profitability. Knowledge substitutes experience for Drucker regulated teaching (1969, p.251). Its purpose "learn to learn". How to lead men must be the first and most important concern of the Drucker directors (1950, p.158).We have three aspects in how to lead people: align them towards that vision (charisma -idealized influence); be adaptable and open to change (organizational learning); and with a focus on human development (talent management) and performance (individual performance): The need to have an impersonal and objective criterion that serves to evaluate the performance of the work of the managers of a Drucker corporation (1954, pp.119-135). It is directly related to the evaluation (reasonable feedback).The need to have an impersonal and objective criterion that serves to evaluate the performance of the work of the managers of a Drucker corporation (1954, pp. 119-135). It is directly related to the evaluation (reasonable feedback).The need to have an impersonal and objective criterion that serves to evaluate the performance of the work of the managers of a Drucker corporation (1954, pp. 119-135). It is directly related to the evaluation (reasonable feedback).
Analysis and results
Products and markets mature, and what made an organization successful in its early days is often insufficient to sustain it. The neuroses of youth that may have provided some of the energy necessary to create the organization can become a liability when it tries to adapt to maturing markets, more severe competition, its own increasing size and complexity, and aging their leaders and staff, notes Shein (2006).
Changes (discontinuities) in societies, markets, customers, competition, and technology around the world are forcing organizations to differentiate their values, develop new strategies, and learn new ways to function. The most difficult task for leaders to carry out the change is to "motivate" the employees of the organization to do a work of "adaptation". Mobilizing an organization to adapt its behaviors and achieve a new business environment is critical. Without such a change, any company today would falter. Getting people to do the work of adaptation is the hallmark of leadership in a competitive world.
Drucker (1969, px), scrutinizes discontinuities. Firstly, it points to "technology" as an area where significant discontinuities have occurred: "The fact that new technologies are not only based on science, but on new knowledge as a whole, means that technology is no longer it is split off and out of culture, but is an integral part of it. Of course, civilization has always been shaped by technology. The idea that technology has become important only for the past two hundred years or so is absurd. Tools and work organization - the two elements of what we call technology - have shaped what man does and can do. In large part, they have determined what he wants to be. For several millennia (…) work,and with it, its tools, methods and organization have been considered as foreign to the culture and lacking interest for a cultivated person ”Drucker (1969, p.36). Technology is culture and its foundation: "knowledge", a nuclear economic resource. Its systematic acquisition, formally organized by education, has replaced experience: to carry out productive work.
The second aspect is the evolution from an international economy to a global, global economy. He believes that any economic theory that starts from equilibrium as a desirable objective has become obsolete Drucker (1969, p.132). Economic growth is the nuclear concept around which the new economic theory should be built. It would have to deal with "innovation" as the cause of growth and the entrepreneur as the main agent. Something that the Austrian economist and Harvard professor Joseph Schumpeter, admired by Drucker, had already announced before the First World War Stein (2008, p. 77). “In growing economies, therefore, profit becomes the cost of uncertainty.The central question as to the benefits is whether they will be high enough to allow the economy to take the risks necessary to grow ”Drucker (1969, pp. 135-136). The discontinuity that has been produced by the irruption of the power of knowledge against capital: Which of these two, controls? It is knowledge, the foundation of productivity and profitability.
And the third aspect: the new pluralistic society (society of organizations), requires managers and trained workers, equipped with knowledge (knowledge workers), who face questions about the legitimacy of: authority, decisions, effectiveness in organization. Questions encompassed by Drucker in the sphere of "management" Stein (2008, p.80). “The most difficult and most important decisions regarding objectives are not to be made, they are primarily to abandon because they are no longer worthwhile. Second, what to give preference and what to focus on. As a rule, these decisions are not ideological; they are sound judgments, they must be based on a definition of alternatives, rather than on opinion and emotion. The decision to leave is by far the most important and the most neglected ”Drucker (1969, p. 179).The decision of concentration and energy is to maximize human resources: knowledge, source of creativity and innovation, constructs in turbulent environments. “We want an institution that adapts to change from the beginning, an institution that demonstrates over and over again its right to survive. This is what a company is designed to create and direct change ”Drucker (1969, p.222).
Management does not exactly accommodate either the "Human" or the "scientific". It has to do with action and application, and its evaluation is the results. It carries out a technology. But it also has to do with people, with their values, with their improvement and development - and that defines it as something human. Thus it acts on the social structure and on the community and influences them. It is clear - as anyone who, as the author, has been working with managers of all kinds of institutions for long years - has learned that management is deeply committed to spiritual matters: the nature of man, good and evil. He is, in short, what is traditionally called "liberal" art, because it refers to the foundations of knowledge, self-knowledge, prudence and leadership; "art",because it is practical and application. They take advantage of all the knowledge and findings of the humanities and the social sciences, psychology and philosophy, economics and history, the physical sciences and ethics. But they orient this knowledge toward effectiveness and achievement - to heal a patient, teach, build a bridge, design a software program. For these reasons, management will be increasingly disciplined and practiced through the "humanities", once again acquiring recognition, influence and relevance Drucker (1989, p.231).teach, build a bridge, design a software program -. For these reasons, management will be increasingly disciplined and practiced through the "humanities", once again acquiring recognition, influence and relevance Drucker (1989, p.231).teach, build a bridge, design a software program -. For these reasons, management will be increasingly disciplined and practiced through the "humanities", once again acquiring recognition, influence and relevance Drucker (1989, p.231).
Leadership during a crisis has two phases: Emergency, when your task is to stabilize the situation and buy time; And adaptive, when it addresses the underlying causes of the crisis and builds the capacity to thrive in a new reality. The organizational adaptability required to deal with a relentless succession of challenges is beyond anyone's expertise. No one in a position of authority - no one at all, really - has experienced a situation like this in the past. An organization that relies exclusively on its top executives to meet these challenges runs the risk of failure. People who practice adaptive leadership do not make this mistake, instead of digging in, they take the opportunity of the moment like the present to push the organization's reset button.They use the turbulence of the present to build on the past and close that chapter. In this process the rules change, they reshape the parts of the organization and the work of the people. Your "empathy" will be as important to success as the strategic decisions you make about what elements of the organizational DNA you will discard. In this context, leadership is experimental and improvisational art. The skills that have enabled most executives to reach their positions of authority (analytical problem-solving skills, rigorous decision making, articulation of clear direction) can hinder success (Heifetz, Grashow, & Linsky, 2009).they reshape parts of the organization and people's work. Your "empathy" will be as important to success as the strategic decisions you make about what elements of the organizational DNA you will discard. In this context, leadership is experimental and improvisational art. The skills that have enabled most executives to reach their positions of authority (analytical problem-solving skills, rigorous decision making, articulation of clear direction) can hinder success (Heifetz, Grashow, & Linsky, 2009).they reshape parts of the organization and people's work. Your "empathy" will be as important to success as the strategic decisions you make about what elements of the organizational DNA you will discard. In this context, leadership is experimental and improvisational art. The skills that have enabled most executives to reach their positions of authority (analytical problem-solving skills, rigorous decision making, articulation of clear direction) can hinder success (Heifetz, Grashow, & Linsky, 2009).leadership is experimental and improvisational art. The skills that have enabled most executives to reach their positions of authority (analytical problem-solving skills, rigorous decision making, articulation of clear direction) can hinder success (Heifetz, Grashow, & Linsky, 2009).leadership is experimental and improvisational art. The skills that have enabled most executives to reach their positions of authority (analytical problem-solving skills, rigorous decision making, articulation of clear direction) can hinder success (Heifetz, Grashow, & Linsky, 2009).
There are organizations that know how to execute, but are not as skillful in taking perspectives to reflect on their circumstances. Others are paralyzed reflecting on their problems that they are not able to get things done quickly enough. These two dimensions set the limits of management: everything effective managers do is between the firm ground of action and the abstract sky of reflection. Action without reflection is unconsciousness; reflection without passivity action. In any case, action and reflection… regarding what? An obvious answer is: regarding collaboration, doing things in cooperation with other people. Another answer is that action, reflection and collaboration have to be rooted in a deep perception of reality in all its facets.We call it mundane, this way of thinking in its sense of refined, practical, experienced in life. Finally, action, reflection and collaboration, as well as worldliness, must be ascribed to a certain rationality or logic; they are also based on an analytical mindset.
We have five management mindsets, five ways that managers interpret and approach the world around them Gosling and Mintzberg (2004). Each of them has a theme, or dominant objective, that is their own. In the case of reflection, the theme is the self; there can be no intellection without self-knowledge. Collaboration takes on an aspect that transcends the self, which focuses on the manager's network of relationships. The analysis goes one step further, focusing on the organization, these depend on the systematic breakdown of activities, and that is precisely what it does. Beyond the organization is the worldly mindset, the context, the worlds that surround the organization. Finally, the action mindset groups all the elements through the process of changing the self, relationships, organization and context.The practice of managing involves five perspectives:
The reflective mentality: managing the self. You have to stop and think, take a step back and reflect deeply on your experiences. Events become experience after they have been thoroughly thought through. Events become experiences when they are digested, when one reflects on them, when they are related to general guidelines and synthesized. All this is only possible if there is internal harmony (peace) in the manager, which is one of the bases for more efficient and objective reasoning. Wisdom practices.
The analytical mindset: managing organizations. Analyzing means "letting loose", unleashes complex phenomena, breaking them down into their component parts, that is, breaking them down. It occurs in all spheres: in context (sector analysis), in relationships, and so on. It is especially related to organizations. It is impossible to organize without analysis, especially if it is a large company. It provides a language for organizing, enables people to have a common understanding of the force that drives their efforts, and offers a way to measure performance. The organizational "structure" itself is fundamentally analytical; it is a form of disaggregation to establish the division of labor. The key to effective analysis,it consists of going beyond traditional approaches in order to grasp the way analysis works and the effect it has on the organization. Deep analysis does not try to simplify complex decisions, but rather to serve as a basis for complexity, while simultaneously maintaining the organization's ability to take action. Reflective analysis is recognizing biases that influence your own reflections. It must be objective, with depth and prolixity, with freedom (not attachment), responsibility and honesty.Reflective analysis is recognizing biases that influence your own reflections. It must be objective, with depth and prolixity, with freedom (not attachment), responsibility and honesty.Reflective analysis is recognizing biases that influence your own reflections. It must be objective, with depth and prolixity, with freedom (not attachment), responsibility and honesty.
The worldly mindset: managing the context. Far from being uniform, the world is made up of a multitude of worlds of all kinds. In order to be worldly it is not necessary to enjoy a global extension, in the same way that the global extension does not generate a worldly mentality. In fact, global expansion does not even ensure a global perspective, considering that the managers of so many global companies are rooted in the culture of the country of origin. To what extent are our worlds interdependent, similar and different, simultaneously. This is the worldly mindset in action: seeing the exterior differently, to reflect differently within. In other words, the worldly mentality gives context to the reflexive one. Managing the context is managing the edge,manage in the space that exists between the organization and the different worlds that surround it: cultures, sectors, companies… Adaptability and openness are required, in fact our world is seamless: not fragmented.
The collaborative mindset: managing relationships. A true collaboration mindset does not involve managing people, but rather managing relationships between people, teams and projects, as well as between divisions and alliances. It means going beyond the granting of autonomy, which implies that the people who know the job best must to a certain extent receive the blessing of their managers to do it and enter the field of commitment. It also means turning away from the heroic management style, so popular today, to enter a more captivating style. Being worldly in themselves, it promotes collaboration among others. Leaders don't do most of the things their organizations do; They don't even see to it that those things are done. Unlike,They help establish the structures, conditions, and attitudes through which things are done. This does require a collaborative mindset. It means being inside, involved, managing transversally, from side to side. Take management beyond managers, distribute it so that responsibility flows naturally to the person who can take the initiative and can organize the situation (Self-managed teams). The key: mutual trust, spontaneous communication and mutual support. This is accomplished with respect, responsibility and honesty.distribute it so that responsibility naturally flows to the person who can take the initiative and can organize the situation (Self-managed teams). The key: mutual trust, spontaneous communication and mutual support. This is accomplished with respect, responsibility and honesty.distribute it so that responsibility naturally flows to the person who can take the initiative and can organize the situation (Self-managed teams). The key: mutual trust, spontaneous communication and mutual support. This is accomplished with respect, responsibility and honesty.
The mentality of action: managing change. The mentality of the action, especially at higher levels, consists in acquiring a sensitive knowledge of the terrain and of what the team is capable of doing on it, and, therefore, in helping to establish and maintain direction, taking care of it of all the world. Nowadays, action is insisted until exhaustion at the cost of reflection. Change has no meaning without continuity. Companies are valued for the products they sell and the services they provide, not for the changes they introduce. Therefore, change cannot be managed without continuity. Then the mindset of action is to mobilize energy around the things that need to be changed, while acting carefully to maintain the rest.Action and reflection have to be combined in a natural flow. To achieve this it is necessary to incorporate collaboration. It is better if we are reflexively collaborative, as well as analytically worldly, if we want to achieve effective change. Energetic action means staying alert, being curious, being willing to experiment. Change is a learning process, and so is the task of staying the course.
The effective manager analyzes and then acts. However, it does not achieve the expected results, so he reflects. It acts again and crashes; he realizes that he cannot do it alone. You have to collaborate. However, to do so, you have to enter the world of others, worldly. Next, analyze more to articulate the new notions. Then act again… and so on. An organization is a collective entity that achieves a common goal when managers collaborate to combine their reflective actions in analytical and mundane ways. The relationship of: organization (product), analytical mindset: managing organizations; and environment (market), the mundane mentality: managing the context, show agreement between Ansoff (1965) and Gosling and Mintzberg (2004).Separating management from leadership is dangerous; In the same way that management without leadership fosters an uninspired style, which casts a dim light on activities, leadership without management fosters a disconnected style, which promotes arrogance and self-sufficiency (Gosling and Mintzberg, 2004).
Producing "organizational synergy", many have a natural predisposition towards one or another mentality, depending on their situations and their personal talents. Some are more reflective than others, others tend more to action, others more analytical… In Finance and Marketing they tend to be more analytical, the sellers of worldliness, human resources by collaboration, then we see diversity and the leader must produce organizational synergy for greater productivity, creativity and innovation, everyone learns from everyone. This requires leadership and management, they are different and complementary methods of acting Kotter (1990). And Zaleznik (1977) confirms that they are different.
Leading with a compass is leading in an unknowable and unpredictable environment, in which all that is expected is: reasonable guidance and review. The nature of a coherent leadership has its own characteristics, in doubt, they will be better off if they try to stand out for (Weick 2006):
Vitality. The leader is likely to have a better chance of consistency if he "doesn't stop," has "a direction," "watches" closely, "updates" his impressions frequently, and speaks "frankly." People have to "act" to discover what awaits them, they need to "speak" to discover what they think and "feel" to discover what feeling means. "Saying" implies action and vitality, "seeing" implies oriented observation, "thinking" implies updating our previous ideas and the "we", who are the ones who manage to do it, refers to a sincere dialogue that combines trust, reliability and respect by oneself. The condition is: encourage people, get them moving, and create experiments that reveal opportunities; offer guidance;promote your update based on a better awareness of the situation and greater attention to what is really happening; facilitate respectful interaction in which similar levels of self-confidence, trustworthiness, and self-respect are developed (Campbell, 1990), and allow others to have a clear idea of what is in store for them. These four activities can facilitate or hinder collective and coherent reactions.
Improvisation. This action reveals a certain agility and opportunity (Ryle, 1979). It arises from a melody, a formula or a simple theme that constitutes the pretext for composition or instant enrichment. These melodies are, in a context different from the musical one, the "orientations" that are at the base of coherence. Only after acting and seeing the results achieved, will the leader be able to define the problem, which in some cases will have already been solved. They usually do not give much importance to the previous diagnosis but "act on the basis of action." An intuition that is expressed in a flexible way is an orientation to follow; not a decision to defend. It is easier to change an orientation than to reverse a decision.
Lightness. To abandon the heavy tools of "rationality" is to give way to the free flow of intuitions, sensations, experiences, and active observation. Shared humanity, awareness of the moment, fascination, amazement, novelty and affinity. All these "non-logical attitudes" provoke interpretations that have a certain reasonableness and viability. They are precisely the activities that the leader legitimizes when he says "I don't know", a confession that forces him to abandon boasting, omniscience, technical authority, macho positions and monologues. The result is a lightweight tool: listen and explore. The leader who sincerely and publicly abandons his heavy tools is the one who can convince others to follow suit. Once people abandon their supplies,You can watch carefully and relate respectfully to begin to get an idea of the problem you are facing. For this to happen, people have to become light.
Authenticity. When the leaders say that: they do not know, they are giving an atypical response, but authentic and real in the sense that it expresses the existing situation; reinforces his credibility in an uncertain world; invites and does not discourage further investigation; it is a way of immediately entering a situation at the right moment when it arises and does not weaken, but rather reinforces interpersonal relationships. The phrase I don't know is an example of the seven necessary conditions for coherence (social resources, clear identity, retrospection, use of keys, updating of the impressions of the moment, reasonableness and action because it activates all of them; which means, to in turn, that relationships have been properly established to achieve coherence.
Learning. The last and most obvious consequence of the leader's action that begins by saying he doesn't know is that he usually ends up learning something new. After the fall of Singapore, Churchill asked himself four questions: Why didn't I know? Why did no one warn me? Why don't you ask? Why didn't I admit that I didn't know? (Allinson, 1993). Questions of coherence and interdependence, and rooted in doubt. They underline the idea that knowledge is not something that people have in their heads, but rather something that they do together. This is the teaching that leaders should take seriously if they want to honestly face a problem; "A teaching devoid of arrogance."
We can see certain relationships throughout the analysis developed and infer that leading in unknowable and unpredictable environments, all that is expected of the leader is: a reasonable "orientation" and "review". And it has more possibilities of coherence if: “it does not stop”, vitality, talent management (action-reflection-collaboration); it has "a direction", improvisation, orientation (analysis-mundane); "Watch" carefully, lightness, learning (analysis-mundane-reflective); She “updates” her impressions frequently, learning, feedback and speaking with “frankness”, authenticity, charisma energy. In this context: leadership is experimental art and improvisation.
Various attempts have been made to describe the skills that an executive must possess to fulfill the functions of his office (Hall, 1996; Kouzes and Posner, 1990). Despite variations in different management skill classifications, there are broad areas in which they can be categorized. One of the most comprehensive classifications made by Schein (1978) identifies four areas of leadership skills:
- Presence of motivation and adequate values to exercise a managerial position. It highlights the commitment to the organization and its mission, the desire to achieve achievements at work, the degree of dedication to her career and the fit between personal values and interests and those of the organization. (Transcendent vision).Analytical skills. Capabilities of: synthesis and interpretation of information, finding and implementing different solutions for different problems and of “knowing yourself” in their motivations, strengths and weaknesses. (Reflective analysis). Interpersonal skills. To effectively relate to people inside and outside the organization. Among them interpersonal communication skills,developing a collaborative environment between subordinates and the ability to influence people over whom there is no direct control. (Alignment-charisma). Emotional skills. To make decisions independently of opinions and pressures, decisions with incomplete information in the face of the changing environment, facing difficult issues with components of social responsibility. (Inner harmony).
Results: The new organization requires a new way of directing "a knowledge of management, that is, an articulated body of knowledge that can be taught, learned, increased and improved through systematic work and study. This is a knowledge of the new post-Cartesian worldview. Your goal is a process. It begins with a purpose of realization. No matter how much we can quantify, the basic phenomena are qualitative: change and innovation, risk and decision, growth and decline, dedication, vision, reward and motivation. And the final product of the knowledge we are trying to achieve are value decisions that affect the individual and society ”Drucker (1957, pp. 90-91). What are the basic elements of the manager's job: Set goals, communicate them; Organize, organizational structure;Motivate and communicate, create a team; Develop and train people; and Measurement, establishes Drucker units of measurement (1954, pp.337-338).
Management attitude, by this we mean an attitude that makes the individual see his task, his work and his product in the same way that the director sees them, that is, in relation to the work of the group and the product of the Drucker group (1950, p.158). Management is not a mere creature of the economy: it is also a creator. And it only directs to the extent that it dominates economic circumstances and alters them through its directed and conscious action. Running a business therefore means running through Drucker goals (1954, p. 11). These objectives must be for valuable purposes, both social and economic. With responsibility and freedom (transcendent vision). Strategic Orientation.
Acquire respect for the word, as the most precious gift and inheritance of man. The manager must understand the meaning of the old definition of rhetoric as "the art that draws the hearts of men towards the love of true knowledge." Without the ability to create motifs through the written or spoken word or the expressive number, a manager cannot succeed Drucker (1954, p.340). Implicit in the word that a leader emits is respect, responsibility and honesty with himself and with others, and allows: to align (energy-charisma), towards transcendent ends.
Innovation for Drucker is not only or mainly a business activity, but rather a social attitude: “However, innovation is more than a new method. It is a new perspective of the universe, of risk rather than causality or certainty. It is a new understanding of the role of man in the universe. And this means that innovation, rather than being an affirmation of human power, is the acceptance of human responsibility ”Drucker (1957, p.19). It is related to: change, implies creativity and it is born from freedom and inner harmony (organizational learning).
Development is always self-development. It is useless for the company to boast and claim to take responsibility for the development of an individual. The responsibility corresponds to the individual to her qualities and her efforts. No company can replace the individual's attempts at self-development with its efforts, much less is obliged to do so. To proceed in this way would not only imply unjustified paternalism, but would constitute an absurd claim by Drucker (1974, p.427). Human development means: the total person (talent management).
The assessment of a person's efficiency, success and importance to the company should not be established based on subjective preference. It should be measured by objective criteria weighing efficiency and achievement. The objective criterion should also limit the personal element in political decisions (not by rank, but by facts). This objective measure not only makes possible informal and friendly personal relationships, a spirit of teamwork and free and frank dialogue, but also the organization of management as a team from the decentralization Drucker (1946) in something natural and almost inevitable., pp. 70-71). Without objective and fair evaluation (this relates to values: freedom, inner harmony, and wisdom), continuous improvement (reasonable feedback) is not achieved.
conclusion
The hypotheses raised are consistent with what was investigated:
Strategic Orientation. Ability to visualize the future (transcendent vision): one direction. Inspirational motivation, implies a "transcendent vision" that makes sense and meaning Bass (1998).
It relates to: The strategy and objectives together describe the business concept of the company. They specify the growth rate, the growth area, the growth directions, the main strengths and the profitability objective. They are operationally defined: usefully to guide the decisions and actions of management Ansoff (1965). The reflective mentality: managing the self. Events become experiences when they are digested and reflected upon, when they are related to general guidelines and synthesized. If the sense of events is not grasped, management will be thoughtless. Reflective managers are able to see what is behind, so that they can look to the future Gosling and Mintzberg (2004). Leading towards constructive change involves determining a direction,forward-looking and develop strategies to drive the changes necessary to achieve that vision Grove (2003). The essence and strength of exploration are found in a compelling vision and mission. It refers to the broader sense of the future. It manages to stimulate culture and instill in it a transcendent purpose. The exploration of possibilities unites our vision and value system to the needs of clients and people interested in the company through a strategic plan. He calls this strategic path Covey (2006). Improvisation, an intuition that is expressed in a flexible way, is an orientation to follow; not a decision to defend. It is easier to change an orientation than to reverse a decision Weick (2006).Motivational skills are essential for developing commitments to work and organization. Shein (1978). The central management sets goals for the entire corporation, assigns the corresponding quota to each division, after a joint study with the divisional managers (management by objectives), and thinks about the future Drucker (1946).
Charisma. A strong sense of direction (energy): align. Idealized influence calls it Bass. It requires the competence of personal integrity (credibility and trust), this, goes together with the ability to influence (commitment and persuasion) Cortez (2003).
It is related to: The worldly mentality: managing the context. It is managing on the edge, managing in the space that exists between the organization and the different worlds that surround it: cultures, sectors, companies… Gosling and Mintzberg (2004). Transmitting a vision and leading others towards it also means being able to motivate and inspire people in the organization in various ways: it is to activate and energize Grove (2003). Align is to ensure that our organizational structure, systems and operational processes contribute to the realization of the mission and vision. To satisfy the needs of clients and other people interested in the company. The greatest empowerment of this activity takes place when our people are aligned with the mission, vision and strategy. We must learn that programs and systems are essential,but the people are the ones who program Covey (2006). When the leaders say that: they do not know, they are giving an atypical response, but authentic and real in the sense that it expresses the existing situation; reinforces his credibility in an uncertain world; invites and does not discourage further research is: the authenticity Weick (2006). The leader of the future will have the characteristic of: the will and possibility of involving others and provoking their participation, because the tasks will be too complex and the information will be widely distributed so that leaders can solve the problems by themselves Shein (2006). Leaders drive organizational unit alignment and are essential to “communicate” the vision, values, and strategy to all employees Kaplan and Norton (2008). Language is not communication.Nor is it just a message. It is substance. It is the cement that unites humanity. Create community and communion. Hence I have always thought that a social ecologist has a responsibility for language… they have to be respectable, careful writers Drucker (1993, p.456). Members of organizations learn from the messages that management issues. Leaders are highly visible; therefore, Drucker (1996, p.104) gives an example.p.104).p.104).
Organizational learning. With flexibility to change: adaptability. Intellectual stimulation (creativity and innovation) for Bass (1998). Change is a learning process, it requires adaptability, openness and thoroughness.
It is related to: organizational adaptability that is experimental and improvisational art Heifetz, Grashow and Linsky (2009). The mentality of action: managing change. It is better if we are reflexively collaborative, as well as analytically worldly, if we want to achieve effective change Gosling and Mintzberg (2004). A good leader reproduces leadership throughout the organization. It implies developing and trusting in the capacity and responsibility of others, through giving them, in a progressive way, power and autonomy. Grove (2003), is achieved through learning. To abandon the heavy tools of "rationality" is to give way to the free flow of intuitions, sensations, experiences, and active observation: lightness. And learning, underlines the idea that knowledge is not something that people have in their heads,but rather something that Weick (2006) does together. Leaders need to start thinking now as drivers of change, because the problem is not just how to acquire new concepts and skills but also how to unlearn things that are no longer useful to the organization. Unlearning is an entirely different process, involving anxiety, defensiveness, and resistance to change. They must have the emotional strength to manage their own restlessness and that of others as learning and change increasingly become a Shein way of life (2006). She leads the agenda for change and drives it from above to strengthen the mission, values and vision.It sets challenging goals that take employees out of their comfort zone and support improvements to organizational processes across the organization Kaplan and Norton (2008). Emotional skills, as described by Schein (1978), allow emotional independence to cope efficiently and with perseverance in a highly complex and changing environment.
Talent management. Orientation to the development of people: delegate. Bass (1998) indicates it as individual consideration, coach. It implies development of the human resource.
It relates to: The collaborative mindset: managing relationships. It does not involve managing people, but rather managing relationships between people, in teams and projects, as well as between divisions and alliances. Being worldly in themselves, it promotes collaboration among others Gosling and Mintzberg (2004). Achieving to lead many people in the same direction, synchronized mind is in essence, a challenge of the ability of communication Grove (2003). People have to "act" to discover what awaits them, they need to "speak" to discover what they think and "feel" to discover what feeling means. "Saying" implies action and vitality Weick (2006). The will and the possibility of fighting power and command according to the knowledge and skills of the people, that is,to allow and encourage leadership to flourish across the Shein organization (2006). People have talent, ingenuity, intelligence, and creativity. Most of these qualities are dormant. When there is an alignment towards a common vision and mission, we begin to carry it out together with these people. Individual purpose and mission are mixed with the vision of the organization, when these purposes overlap, great synergy is created. A fire is lit within people who unleash their latent talent, ingenuity, and creativity to do whatever is necessary and consistent with the principles that they agree to carry out their common values, vision, and mission to serve clients and individuals. with an interest in the company.This is what we understand by delegation of faculties Covey (2006). The way the leader should employ the worker is like: total man. “It must be taken for granted that people want to work. We cannot suppose that they do not want to work… Taking for granted that people do not want to work would make the task of managing the worker and work impossible ”Drucker (1954). The person wants to know, know, understand the work they do and their product, such as relationships with the entire set of activities in the organization. Action in this regard results in extraordinary increases in efficiency and productivity.We cannot suppose that they do not want to work… Taking for granted that people do not want to work would make the task of managing the worker and work impossible ”Drucker (1954). The person wants to know, know, understand the work they do and their product, such as relationships with the entire set of activities in the organization. Action in this regard results in extraordinary increases in efficiency and productivity.We cannot suppose that they do not want to work… To assume that people do not want to work would make the task of managing the worker and work impossible ”Drucker (1954). The person wants to know, know, understand the work they do and their product, such as relationships with the entire set of activities in the organization. Action in this regard results in extraordinary increases in efficiency and productivity.
Reasonable Feedback: Reflective Analysis No periodic feedback, vital management cues such as: Deviations are addressed in a timely manner and new events are updated. It allows continuous improvement, through organizational learning.
It is related to: The analytical mindset: managing the organization. It occurs in all areas (reflection, action, worldliness and collaboration). It is impossible to organize without analysis.It provides a language to organize, it enables people to have a common concept of the force that drives their efforts and offers a way to measure performance: reflective analysis Gosling and Mintzberg (2004). Leaders of the future must have new skills to analyze cultural assumptions, determine what are useful and dysfunctional assumptions, and develop processes that expand culture based on strengths and useful elements. Extraordinary levels of perception and intellection of the realities of the world and of themselves Shein (2006).The openness and skills of leaders in conducting the strategy review meeting determine its effectiveness in refining the strategy throughout the year. They should allow even a well-formulated and executed strategy to be questioned in light of new external circumstances, data collected on the performance of the existing strategy, and new suggestions from the organization's employees. Being willing to accept and subject existing strategies to challenges based on facts is one of the characteristics of effective leaders Kaplan and Norton (2008). Analytical skills are essential to master new technologies and to process information Shein (1978). An effective leader is not someone loved or admired. He or she is someone whose followers do the right things.Popularity is not leadership. The results if Drucker (1996, p.104). The analysis is the ascent of the obvious things to the hidden ones; synthesis is the descent from the hidden things to the obvious things. There would be no analysis if we did not know that the best of things is hidden from the eyes, hands and ears must be discovered by reflection, meditation and contemplation. If everything were in the world of forms as it pretends to be in its appearances, why try to analyze things? Nor would there be a synthesis if we did not succeed in illuminating, from the hidden place where analysis led us, the world of appearances, remaking it and explaining it from the deep reality of its elements.synthesis is the descent from the hidden things to the obvious things. There would be no analysis if we did not know that the best of things is hidden from the eyes, hands and ears must be discovered by reflection, meditation and contemplation. If everything were in the world of forms as it pretends to be in its appearances, why try to analyze things? Nor would there be a synthesis if we did not succeed in illuminating, from the hidden place where analysis led us, the world of appearances, remaking it and explaining it from the deep reality of its elements.synthesis is the descent from the hidden things to the obvious things. There would be no analysis if we did not know that the best of things is hidden from the eyes, hands and ears must be discovered by reflection, meditation and contemplation. If everything were in the world of forms as it pretends to be in its appearances, why try to analyze things? Nor would there be a synthesis if we did not succeed in illuminating, from the hidden place where analysis led us, the world of appearances, remaking it and explaining it from the deep reality of its elements.Why try to analyze things? Nor would there be a synthesis if we did not manage to illuminate, from the hidden place where analysis led us, the world of appearances, remaking it and explaining it from the deep reality of its elements.Why try to analyze things? Nor would there be a synthesis if we did not manage to illuminate, from the hidden place where analysis led us, the world of appearances, remaking it and explaining it from the deep reality of its elements.
These strategic skills are developed by the leader by meditating and practicing transformational leadership, whose roots and beacons of light are: his personal values (Fardella, 2013).
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