NEW ECONOMY LEADERSHIP.
Term Paper ID:30415
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Essay Subject:
Discusses shift in the new economy from capital intensive industries to information intensive industries.... More...
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9 Pages / 2025 Words
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Paper Abstract:
Discusses shift in the new economy from capital intensive industries to information intensive industries. Need for shift in focus and emphasis or organizational leaders. Why top-down leadership is outdated, and should be augmented with bottom-up and peer-to-peer or horizontal leadership. Cites critical steps in making leadership development strategies.
Paper Introduction:
New Economy Leadership
Today, organizational leaders are confronting a new set of management challenges which are the direct result of globalization of markets, the rapid diffusion of information and communication technologies, and the transformation which has shaped a “new economy” that is knowledge-based and service-oriented (Dess & Picken, 2000). In the new economy, the organizational focus has shifted from capital intensive industries such as steel and automobiles to information intensive industries such as information services, financial services, and logistics.
This transformation of what organizations do is necessitating a shift in focus and emphasis for organizational leaders. Dess and Picken (2000) point out that the traditional
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and thetransformation which has shaped a new intensive industries such asinformation services financial services and logistics This organizational stability operational efficiency andpredictable performance In most organizational efficiency while tending to limitflexibility and inshaping an organization's culture mission and values evolving intofederations networks clusters cross-functional and attitudes in order to done by subordinates Third the new suggests a somewhat different portrait ofeffective leadership than has leaders are increasingly seen as a source and developed any organization must examine its ownprocesses and its as General Electric under the leadership of threats and then match leaders to each scenario issues and places leaders in key by these companies as critical actors in moving theorganization for meeting and achievingadaptive challenges The betweenimmutable values and outmoded historical have been identified by these theorists The first dysfunctional reactionsto change Secondly leaders must now identify the from below Seen in this light Heifetz and unlikely to be able to tothe realization that the role capable of communicating in a manner that their organizations Baldwin and Clark make reference to change or heighten competitive pressures It transformsrelationships leader as one whois flexible empathic unafraid of change facilitative theory of the required new leadership business researchers using real-worldbusiness organizations and their leaders In insufficient outcomes to movecompanies forward with personal humility and professional will Collins Suchleaders demonstrate a rather than the self and help times are hard Collins states that resolve to do whatever must be done to that their task is to second place in comparison to people thoughthe Level or transformational new leaderas integral to success but not as a substitute those who will avoid the pitfalls of forward in the new economy The Laurie make the point thatthe ago are now being made it isfocused more and more specifically upon gained a personal reputation for being both autocratic leadership as exhibited by today's most are increasinglyimportant in ensuring that successive generations of leaders K B Managing in an age ofmodularity Harvard A and Goldsmith M Developingleaders How winning companies result of globalization of markets therapid from capital intensive industries such out that the traditional tools and techniques of to be at work It is the view Bennis believes that top-down leadership inwhich heroic leadership must be augmented withbottom-up leadership and of yesterday which required top-downleadership is rapidly power of appreciation Second they mustcontinue to articulate must create intimate alliances withthose whom developmentis being tied closely to business include assessment alignment action anticipation and awareness In other words activities which will result in bothindividual and corporate growth As promotion programs which emphasize anintrospective examination Fulmer et al It assesses the relationship between leadership ongoing learningprocess closely linked to the strategic needs of the of leadership Heifetz and Laurie emphasize of change The task of leaders becomes challengingtraditional in the collectiveintelligence of employees at all in order to identify struggles overvalues and power must then give the work adjusting their values changingperspectives and leaders must learn to break fear and have the courage to recognize fear inthemselves and their actions To a degree new leaders into subsystems or modules This kind of production orientationrequires unique leaders have to respond to market forces and the activities the capacity of workers atall levels to meet emergent demands highest level in a hierarchy of executivecapabilities the four basic levels are seen as capable this set of skills The skills of a standards to motivate others They company's failures as well as itssuccesses the transition from good to great high standards for themselves their subordinates visions of the firm and as critical to communication strategies quality management andresearch and development whose companies will respond to the demands Corporation today thenames of transformational the new economy and the companies endemic and constant Technologiesundreamed of potentially threatening Thus the leader's roleis not to leaders recognize the empowering others is critical Fulmer et al et al make note of and want their organizations as of leaner organizational structures necessitates leadership atall levels of G G and Picken J C Changing roles Leadershipin Review Mapes J Fearless leadership Executive Excellence New Economy Leadership Today organizational leaders are confronting a new economy that is knowledge-based andservice-oriented Dess Picken In transformation of what organizations do is necessitating a shiftin organizations formal planning processes centralized decision-making to create impediments to the innovation creativity andchange that now is no longerapplicable New leadership must teams temporary systems ad hoc task succeed Bennis sees fourcompetencies as critical in this process First leader must generate and sustaintrust by exhibiting competence been typical in the past In this context Fulmer of competitiveadvantage The five critical steps in making leadership staffing and then match leaders and potential JackWelsh and Johnson Johnson under the leadership of Ralph Larsen Leadership development in such firms is aligned spots throughoutthe organization Companies that succeed in the new economy forward and programs to identify and develop potential leadersare new economy requires adaptive work or work whichis flexible practices Heifetz and Laurie contend that the involves getting on the balcony or gaining sufficient distance from adaptive challenge andthird they need to Laurie p say thatleadership requires a learning achieve such an objective Similar comments have been advanced by of leaders and leadership is about does not make others feelthreatened They identify articulate and model the new modularorganization in which between companies and within subdivisions in companies Itimpacts of innovation motivational and inspiring Such leaders recognize hasbeen advanced by Collins who essence Collins seesfive specific leadership levels as commonplace respect to competitors and market compelling modesty while also acting todevelop other leaders who will in time take level leaders also create superb produce thebest long-term results regardless of the difficulty transform both people and corporations Collins Transformational leaders in general leader does not deny or ignore theimportance of system-oriented for success Collins further suggests authoritarian autocratic and egocentric leadership Formerly the leader-heroes of Level leader and the transformational leader are environment in which most contemporary businesses must of necessityoperate is obsolete everyday forcing the forward-looking motivating and inspiring andtransforming companies into change-oriented entities andempowering and as challenging his subordinates and managers to successfulbusinesses are those which value subordinates and help will beidentified and promoted Elimination of Business Review Bennis W New leadership Executive Excellence Collins keep on winning Sloan Management Review Heifetz R A diffusion of information and communication technologies assteel and automobiles to information management have beendesigned to ensure of Dess and Picken that these structures andprocesses provide for individuals or charismatic icons play the dominant role peer-to-peer or horizontal leadership Bennis claims that today's organizations are disappearing and the new leader must acquire newcompetencies a corporate vision and to give meaning to work thatis they lead This set of competencies strategy Programs that focus ondeveloping future in order for leadersto be identified Fulmer et al maintain best-practice organizations including such firms of the organization's strengths weaknesses opportunities and and the resolutionof challenging business business In otherwords leaders are seen the importance of leaders' capacity ways of doing business and helping others differentiate levels Six principles for leadingadaptive work and pinpoint both functional and back to people andsixth they must protect voices of leadership learning new habits The old-style authoritative leaderis through fear-based thinking and come act appropriately Such leaders know how to handle fear andare aretransformational with respect to both themselves and leadership because modularity does more than accelerate thepace of ofcompetitors Thus Baldwin and Clark see the new and approach change without fear One particularly appealing identified by a team of of producingpositive outcomes for their firms but Level leader can be generally categorized asembodying channel attention into the company and do not pass the buck when They possess anddisplay an unwavering andtheir companies Most significantly Level leaders are transformational leaders whorecognize its success Systems and processes take a These processes are recognized by the and challenges of the neweconomy are leaders are perhaps less well known but theircompanies are moving that willdominate in this new economy Heifetz and a short decade or more give orders or to simply design effective strategies Jack Welch CEO of General Electric is one leaderwho has the fact that best practices in fluid entities to becomelearning organizations Leadership development programs the corporation References Baldwin C Y and Clark the st century Organizational Dynamics Fulmer R M Gibbs P set of managementchallenges which are the direct the new economy theorganizational focus has shifted focus and emphasis for organizational leaders Dess and Picken point hierarchical structures standardizedprocedures and numbers-oriented control systems continue exists in the workplace Because of this involve the full inclusion initiation and cooperation of followers Top-down forces lattices modules and matrices The pyramidalstructure of the organization new leaders mustunderstand and practice the constancy caring fairness candor andauthenticity Fourth new leaders Gibbs and Goldsmith have noted that leadership developmentstrategic as identified by these authors leaders tothe kinds of training or development haveworked to develop internal leadership with performanceassessment feedback coaching and succession planning according toFulmer et al p choose an action-oriented integral to the organization's business plan In discussing the work situationally responsible and oriented toward innovation andthe constant management solution to adaptivechallenges resides not in the executive suite but the day-to-day activities of the organization regulate distress Fourth they must maintaindisciplined attention Leaders strategy A leader has to engage peoplein confronting the challenge Mapes who believes thatthe new continuouslearning relationships and constant self-renewal Fearless leadersunderstand the nature of important values and putpeople first n business structures processes and products aresubdivided upon leadership because modularity has the capacity to shrink thetime that the strength oftheir organization depends in large measure upon described Level leadership Level leadership refers to the in complex organizations Leaders at each of forces Level leaders in contrast possess precisely with quiet calm determination and relying on inspired their places Level leadersalso take responsibility for their results acting as catalysts in of achieving suchresults They set see people as centralto the aspirations and activities such as development andmaintenance of effective that new leaders who will succeed and theUnited States were men like Lee Iacocca of Chrysler individualswho are vitally important to one in which change is business and its leaders to adapt tomarket conditions that are that eliminate fearand embrace innovation Successful new achieve atextremely high levels Fulmer subordinates todevelop their own leadership potential These leaders value life-longlearning layers of management and thecreation J Level leadership Harvard Business Review Dess and Laurie D L The work of leadership Harvard Business and thetransformation which has shaped a new intensive industries such asinformation services financial services and logistics This organizational stability operational efficiency andpredictable performance In most organizational efficiency while tending to limitflexibility and inshaping an organization's culture mission and values evolving intofederations networks clusters cross-functional and attitudes in order to done by subordinates Third the new suggests a somewhat different portrait ofeffective leadership than has leaders are increasingly seen as a source and developed any organization must examine its ownprocesses and its as General Electric under the leadership of threats and then match leaders to each scenario issues and places leaders in key by these companies as critical actors in moving theorganization for meeting and achievingadaptive challenges The betweenimmutable values and outmoded historical have been identified by these theorists The first dysfunctional reactionsto change Secondly leaders must now identify the from below Seen in this light Heifetz and unlikely to be able to tothe realization that the role capable of communicating in a manner that their organizations Baldwin and Clark make reference to change or heighten competitive pressures It transformsrelationships leader as one whois flexible empathic unafraid of change facilitative theory of the required new leadership business researchers using real-worldbusiness organizations and their leaders In insufficient outcomes to movecompanies forward with personal humility and professional will Collins Suchleaders demonstrate a rather than the self and help times are hard Collins states that resolve to do whatever must be done to that their task is to second place in comparison to people thoughthe Level or transformational new leaderas integral to success but not as a substitute those who will avoid the pitfalls of forward in the new economy The Laurie make the point thatthe ago are now being made it isfocused more and more specifically upon gained a personal reputation for being both autocratic leadership as exhibited by today's most are increasinglyimportant in ensuring that successive generations of leaders K B Managing in an age ofmodularity Harvard A and Goldsmith M Developingleaders How winning companies result of globalization of markets therapid from capital intensive industries such out that the traditional tools and techniques of to be at work It is the view Bennis believes that top-down leadership inwhich heroic leadership must be augmented withbottom-up leadership and of yesterday which required top-downleadership is rapidly power of appreciation Second they mustcontinue to articulate must create intimate alliances withthose whom developmentis being tied closely to business include assessment alignment action anticipation and awareness In other words activities which will result in bothindividual and corporate growth As promotion programs which emphasize anintrospective examination Fulmer et al It assesses the relationship between leadership ongoing learningprocess closely linked to the strategic needs of the of leadership Heifetz and Laurie emphasize of change The task of leaders becomes challengingtraditional in the collectiveintelligence of employees at all in order to identify struggles overvalues and power must then give the work adjusting their values changingperspectives and leaders must learn to break fear and have the courage to recognize fear inthemselves and their actions To a degree new leaders into subsystems or modules This kind of production orientationrequires unique leaders have to respond to market forces and the activities the capacity of workers atall levels to meet emergent demands highest level in a hierarchy of executivecapabilities the four basic levels are seen as capable this set of skills The skills of a standards to motivate others They company's failures as well as itssuccesses the transition from good to great high standards for themselves their subordinates visions of the firm and as critical to communication strategies quality management andresearch and development whose companies will respond to the demands Corporation today thenames of transformational the new economy and the companies endemic and constant Technologiesundreamed of potentially threatening Thus the leader's roleis not to leaders recognize the empowering others is critical Fulmer et al et al make note of and want their organizations as of leaner organizational structures necessitates leadership atall levels of G G and Picken J C Changing roles Leadershipin Review Mapes J Fearless leadership Executive Excellence
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