New Models of Leadership

PWN Frankfurt member Stephaine Keusch has shared with us her paper on new models for leadership. We're interested to hear your thoughts.  

Our values and the quest for new models of leadership

Currently there are four generations in the working world: From the first post-WWII generation, the Baby Boomers (1946-1964), to Generation X (or "Golf," 1965-1980), to Generation Y (or Millennials, 1980-2000) to Generation Z (or "YouTube," 1995-2010), they span a period of more than 50 years. They have been molded by different experiences and values, so they have different ideas about the definition of work. In addition, the concept of work is continually changing because technological progress is now accelerating at a faster rate. 

Acknowledging differences and fostering mutual acceptance is key.

Encouraging diversity is a key approach to meet these challenges. At this time, and from a global point of view, the question is whether our concepts about diversity are correct. Is now the time to review them? New definitions of leadership and collaboration also have to be created.

The same issues crop up again and again: What does collaboration among pregnant women, sick and older employees, and multiple generations look like?  Actively promoting change and creating a diverse company structure will contribute to proactive, open communication channels. The question is how this new mindset can be achieved by leaders and employees.   

The following approaches are essential from my point of view: 

1. Open communication: This “talk must be walked” by the leadership and reviewed on an ongoing basis. Open communication is the basement for building trust.
2. Creating an awareness of how to handle intolerant behavior: Establish professional training for employees and leadership that reduces prejudice and stereotypical assumptions; practice self-reflection on an ongoing basis.
3. Positive attitude: Create trust, empathy, and respect. Treat all employees and leaders in a fair and respectful manner.
4. No or few directives: Employees and leaders allow interactions, encourage a high degree of self-direction, and practice active listening.
5. “It’s OK to fail”: Leadership must actively practice this maxim by intentionally allowing and accepting mistakes.
6. Sanctioned and active encouragement of diversity: Allow diversity on the team, actively encourage people to express their opinions, and accept disagreements and objections. Communication that emphasizes respect and equal treatment of pregnant women and ill employees is crucial.
7. Accountability to all team members: Ensure responsible handling of hot-button issues, such as inclusion, illness and diversity.
8. Development of oneself and others: Encourage targeted progress and improvement of each individual and oneself.
9. Collaborative success: Accept ideas from others, encourage constructive handling of conflicts, and be open to the opinions and objections of others.

This thought experiment would be a first step in the quest for new models of leadership: 

We have an opportunity to positively change the dynamic of power with targeted professional development, thereby enabling value-added opportunities for collaboration. And I am sure that a leadership style that focuses on the individual, regardless of gender, would contribute to a positive change in work culture; companies bear a social responsibility towards all stakeholders, especially their employees. 

We live in an era of an aging population with changing needs and with technological progress moving faster than it has before. It requires rethinking and redefining our leadership and work culture in a fundamental way.

Should we completely rewrite the rules of corporate social responsibility? 

I would suggest we are.

Only one question remains:  What are your values and will you join?

Author: Stephanie Keusch, PWN Frankfurt

Date: Oct 2018