Reinventing Leadership through a Humanistic Lens€¦ · Humanistic Management Recognizing that in...

Schools & Academies Show 2019

13-14 November, Birmingham

Reinventing Leadership through a

Humanistic Lens

Dr. Virginia Bodolica, 2019

Dr. Virginia BODOLICA

Summary: Key Takeaways


❖ Illustrate how technological breakthroughs have altered the traditional ways of thinking, doing and leading people in organizations

❖ Acknowledge that in times of volatility and change, it is people, with their ingenuity, skills and unique talents, who are vital for progress and success

❖ Appreciate the value of placing humanistic management principles at the heart of leadership requirements in educational settings

❖ Recognize that leadership is not associated uniquely with a single individual, but can be a property of a team or entire organization

❖ Build on the idea of meaningfulness, pluralism and inclusiveness to conceptualize a new, human-centered, paradigm of leadership in educational contexts

General Concept of my Presentation


Change & Innovation

Businesses & Markets

Data & Comple-

xity

Humanistic Management

Leadership

Data & Complexity


Internet of

Everything

Augmented

Reality

Crypto-

currency

Artificial

Intelligence

Mobility

Virtual

Reality

Robotics

Intelligent

Design

BlockchainFood TechBig Data

Smart Cities

New Energy

Biomimicry

Green

Nanotech


World in Continuous Transformation Future Gazing (1) – New Spaces

Airports



Aircrafts



Hotels

We cannot stop that…


We have to adapt, integrate, reinvent

Change – Notable Quotes

“The illiterate of the XXI century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

Alvin Toffler, writer & futurist

“If everything seems under control, you are just not going fast enough.”

Mario Andretti, racing driver

“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”

Charles Darwin, naturalist & biologist

“Success or failure depends more upon attitude than upon capacity.”

William James, philosopher & psychologist

CHANGE IS VERTIGINOUS

OBLIGATION TO RESPOND TO CHANGE

LEARN, UNLEARN, AND RELEARN

RIGHT ATTITUDE FOR SUCCESS

Businesses & Markets (Snapshots of the future)

Illustration: potential scenarios

New ecosystems will replace traditional

industries

Preparing for Borderless Economy: Emerging Priorities for Businesses


Adopt an ecosystem mindset –Broaden view of opportunities (multi-sectoral), identify new sources of value,

refine ‘self vision’: what boundary shifts can we imagine & to get ahead of?

Follow the data to develop new skills –Develop capacity to store, process & translate data into actionable business

insights (goal – data diversity through partnerships with others)

Build emotional ties to customers –New engagement models (to create seamless customer journeys that solve

pain points): what else can we provide to strengthen the bond?

Change your partnership paradigm –Different partners: what spaces can you fill, what partners can help you with

those gaps & what ‘gives’ and ‘gets’ might be mutually beneficial?

Humanistic Management

Recognizing that in times of complexity, volatility & change –it is people, with their ingenuity, skills, relationships & unique

talents, who are vital for progress and success

Succeeding in the 21st century –through people with passion,

meaning & purpose

Embracing the new leadership paradigm –

HUMANISTIC principles

Understanding the intrinsic value of human beings as humans

first & foremost



Physiological

Security, Safety

Social Belonging

Respect, Esteem

Self-Actualization

AGENTS

STEWARDS

Problem: conflicts of interest = agents-principals

Solution: outsiders, contractual governance

Problem: outsiders’ lack of time firm-specific knowledge

Solution: insiders, relational governance

Economism vs. Humanism: Theoretical Foundations

Economism vs. Humanism: Types of Organizations



Human dignity

What makes life worthwhile?

HUMANISM

Principles

Questions

Human integrity

Quality of lifeWellbeing

Inherent valuesValues that matter

Meaning

Who we are as human beings?

What really matters to us?

How can we lead a good life that does not cost the earth?

Humanism – 3 Mutually Reinforcing Levels of Application


System level

The Future of Jobs Report (2018)Top 10 Skills Demand: 2018 vs. 2022

Organizational level

Individual level

LEADERSHIP: from Person, and Behavior, to Situation, and Process


Principles of National Competiti-veness in the 4th Industrial Revolution:

Global Competiti-venessReport 4.0


System level

Government’s Role in Promoting Humanistic Principles


HAPPINESS is a fundamental human goal

Countries need to approach public policies in ways that improve the wellbeing of all

Government’s role is to create an environment where people can flourish, reach their potential, & choose to be happy

Ex. Bhutan assesses prosperity via principles of Gross National Happiness (GNH)

Ex. UAE has a Ministry of State for Happiness & Wellbeing

World Happiness Report (2019)

Predictors:➢ GDP per capita➢ Healthy life expectancy ➢ Social support➢ Freedom to make life

choices➢ Generosity➢ Corruption perceptions➢ Positive affect

(happiness, laughter, enjoyment)

➢ Negative affect (worry, sadness, anger)

Pri

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s o

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in t

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bli

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Humanistic Tendencies in Today’s Businesses

❖Focus on the individual as specialized knowledge worker:▪ Consideration for individual differences ▪ Creation of optimal ‘person-organization’ fits

❖Focus on high performance organizational cultures:▪ High involvement, high commitment practices lead to

higher economic returns than wealth maximization goals▪ Sense of purpose central to organizational cultures

❖Focus on moral values and ethics in the workplace:▪ Values-based management approaches ▪ Discourse about corporate social responsibilities


❖Focus on social entrepreneurship for sustainability:▪ ‘Non-loss’ business models for a social cause▪ Social value creation (give people a better chance in life)

Organis. level

“What is a great

workplace?”

Employee’sview:

• TRUST the people they work for;

• Have PRIDEin what they do;

• ENJOY the people they work with.


“What is a great

workplace?”

Leader’sview:

◆ ACHIEVE organizational objectives;

◆ With employees who give their PERSONAL BEST;

◆ Work together as a TEAM / FAMILY in an environment of TRUST


Game-Changing Talent Strategy


Purpose-driven

Principles-led

Performance-oriented

TALENT STRATEGY

Strategic &

Operational

Collective &

Individual

Global &

Local

Enduring &

Regenerative

Mastering & Balancing 4 Tensions

Human Dignity as a Fundamental Value


Dignity is a fundamental value for humanization processes in organizations

Sense of dignity depends on how people treat each other in social relationships

Individual level

Fulfilling Drives that Motivate People at Work


Drive Lever Actions

ACQUIRE Rewards system

■ Sharply differentiate good performers from average and poor performers■ Tie rewards clearly to performance■ Pay as well as your competitors

BOND Corporate culture

■ Foster mutual respect, reliance & friendshipamong coworkers■ Value collaboration & teamwork■ Encourage sharing of best practices

COMPREHEND Job design ■ Design jobs that have distinct andimportant roles in the organization■ Design jobs that are meaningful andfoster a sense of contribution to the organization

DEFEND Performance management & resource allocation processes

■ Increase transparency of all processes■ Emphasize their fairness■ Build trust by being just & transparentin granting rewards, assignments, & other forms of recognition

Developing Self-Leadership:Competencies for Gaining Influence at Work


Leadership: What Makes a Leader? Across levels

GENEROSITY


People in position of power are 3 times more likely than other

employees to interrupt coworkers, raise their voices, & say insulting things at the office

Do not lose the 3 virtues that got you to the top!

EMPATHY GRATITUDE

Leaders’ Guide to Creating a Purpose-Driven Organization


Leaders’ Guide to Fostering Cross-Boundaries Collaboration


Teach people the art of inquiry“We run this company more by questions than answers” Google

Encourage cross-boundaries workHelp groups overcome differences

Bring diverse groups togetherUrge people to explore distant networks & acquaintances

Hire for curiosity & empathyOrganize cross-silo dialogues

Leaders’ Guide to Building a Humanistic Workplace

❑ Make it possible for your people to function at work as human beings instead of human resources


❑ Make it possible for each and everyone of your people to develop to their full potential

❑ Involve people in decisions to secure commitment to corporate values and clearly formulated set of goals

❑ Create an environment enabling your people to experience their work as exciting and challenging

❑ Make people feel that the success of the company and the quality of work experience depends on them

❑ Each person has unique needs, and personalization is always a more important factor of job satisfaction than following standards

Building Humanistic Leadership: 4 Steps


1. See your leadership reality –‘AS IS’ Leadership

2. Develop alternative leadership profiles –‘TO BE’ Leadership

3. Select TO BE leadership profiles –Leadership ‘FAIR’

4. Institutionalize new leadership practices – Stakeholders’ ‘BUY-IN’


THANK YOU

for your Attention!

MAT Matching Area:

Leading with Humanistic Principles in Mind


❖What are the most important challenges of today’s leaders in educational settings?

❖What kind of resources are needed to address and overcome these challenges?

❖How can today’s leaders tap into people’s skills, ingenuity, and unique talents to secure progress and success?

❖How can humanistic management principles help leaders overcome challenges in educational settings?

❖What kind of humanistic-inspired initiatives would be most relevant for leaders in educational settings?

❖ Do you agree with the statement: “Humane Leadership Should Be the 4th Industrial Revolution’s Real Innovation”?

Leadership in the 4th

Industrial Revolution

6-Box Leadership Model


Humane Leadership in the 4th IR: Level 5 Mindset


Reinventing Leadership through a Humanistic Lens€¦ · Humanistic Management Recognizing that in...

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