What are the new leadership models? I have thoroughly enjoyed an interesting conversation about the new leadership models, together with Manuel Seijo, (director of
Leister Consultores
and honorary president of
Aecop Spain
),
Miriam Moreno,
(expert in accompaniment to organizations for
transformation and change management
) and
Juan Martinez de Salinas.
New leadership models
I wanted to highlight some of the ideas and reflections that arose in the debate on the new leadership models, I hope you find them interesting:
Leadership Models
How are the changes in today’s society affecting the new models of leadership and management in organizations?
Miriam
highlights that we are facing many different types of changes, (social, technological, economic,…) that are impacting organizations. Technology makes the speed greater, that we are in a permanent change, also the crisis affects the less stability offered by organizations, the fact that family models have changed a lot in recent years, gender equality where there is an increasing trend, all this fully affects organizations.
As
Manuel
adds, we are facing a change of era. Now there are new ways of doing things, of managing and this is exciting. We are “immersed in change”. Four different currents of leadership can coexist in organizations today.
We are in a hybrid era; we need to be able to work in both traditional and completely disruptive contexts, Manuel Seijo.
What should be the competencies of a leader in this context?
Manuel throws us the idea that the concept of “leader” as such “is dead”. We have to find a word that fits more with the new structures that are emerging, more collaborative, where responsibility is shared, now leadership is increasingly shared. Miriam points out that there is now more and more talk about teams working around projects. Now it is a matter of seeing what the “role” of the person is in the project. Currently the word leader is beginning to lack meaning, if it is understood that the trend is towards
How can organizations be accompanied to make this transition to the most modern leadership styles?
Manuel highlights the importance of “reskilling“, (learning process to be able to develop skills for a new challenge), especially for those over forty years of age. The youngest are already more adapted to this speed of change, because they were born and raised in a generation that has already experienced them this way from the beginning. Professionals over forty years of age are the ones who must adapt to this change of vision and paradigms.
Miriam adds that organizations have always had to adapt to changes, change is permanent, there has always been. It seems that when we get older there is sometimes more resistance to new changes, but we simply have to be aware of what new skills need to be developed and accompanied on that path.
What are the keys to this emotional and mental change?
Miriam comments that in these processes it is interesting to work on the professional’s self-esteem. It does not mean that the company is telling you “that it is not worth it”. For many years the professional has contributed and the message must be positive, “you have contributed and you can continue to do so, in a different way”. The responsibility to recycle is not only the responsibility of the person but the company must also facilitate this change. It must be a culture of the organization, not just one person who is responsible for facilitating change, but it must be a mindset that permeates the organization.
I think that in the future we will have to reinvent work, perhaps disassociate work and money, Miriam Moreno.
Manuel comments that it must be taken into account that it can be intended to change an organization from one day to the next. The change must be made gradually. In this change of leadership models , sometimes the most complicated thing is for the “middle layer”, that of the generation that is now about 40 years old. They are among the oldest, who are about to retire, often with less participatory leadership styles and who do not have much interest in changing and the youngest, who demand more collaborative and liquid structures.
I believe that in the future there will be a return to man finding himself, Manuel Seijo.
What role does the encounter (or disagreement) of the values with which each generation identifies play?
Manuel comments that values are between ethics and morality. The values of young people change and now the priorities are different from those we had in previous generations. Perhaps it is time to rethink those scales of values and priorities.
As Miriam reflects, values are in continuous evolution and change as well, although there is more that unites us than what separates us.
Manuel concludes that it is interesting to look at the future with a lot of hope and not let ourselves be influenced by fireworks. May the digital world not blind us and let us lose sight of our human world. Surely in the future we will tend to give importance to the human again, to feel a tree, the earth, nature… That is not felt in the digital world.
Miriam also concludes in a hopeful way. We have experienced different revolutions over the years and now we are facing the technological revolution, let’s face this challenge without fear and also adapt to change.
And you, what do you think about these ideas? What reflections would you like to share about the new leadership models?
Remember that sharing our ideas and opinions makes us open up to new perspectives and develop our talent.
