EFFECTIVE NETWORKS AT THE WORKPLACE AND THE INDUSTRY ARE THE BEST PLACES TO FIND THE BEST LEADERS
STAGES OF DEVELOPMENT
It’s significant to have a clear vision about what a “network leader“ does.Often, “leadership“ is taken to imply being a part of network control, assessment process. A network head is someone who does more than this. This could require not only playing a role in network decision-making, but it would also mean willing to preside over a network working group, or advising on questions to ask for analysis of network members. In each of these cases, the member is providing value for the system as a whole.
The network leadership would also require keeping an eye on network members who are engrossed in the challenges of leading the network. Furthermore, inviting them into planning and other agendas so that they can witness what leading the network looks like. Also, look for members who are natural weavers and are getting acquainted to well-connected hubs in the set of connections. If they move into leadership roles, they bring their weaving skills associated with them.Essential network components such as leadership roles, steering committee membership, and working group chairs should not be filled by the same people forever. One can even think of a series of opportunities that give members a little taste of being a leader and then allow them to rise and shine into more important roles.As we move out of recession, many organisations are refocusing their strategies around growth. Developing new leaders would be very essential to achieve sustainable growth in a competitive world.
TACKLING THE INTRICATE SITUATIONS
In order for organisations to become more efficient at using networks of leadership, there are several attributes that should be kept in mind. Primarily , at the combined level, the goal for an organisation would be to initiate smart leadership networks, which can unite and disperse in response to varied organisational challenges. These networks might include people from different geographies, functions, and specialisations. Just as an intellect becomes “smarter“ as the number of neural networks and connections are increased, organisations that interchange more parts of their social system with each other and build a culture of shared leadership. Secondly , work stations would use their leadership development programmes to facilitate people be aware that leadership is not contained in job roles, but in the process that takes place across a network of people to continuously illuminate direction, set up alignment, and acquire commitment of stakeholders. While leadership may , sometimes, be enacted by an individual, progressively more of it will be a process that happens at the group level, by various individuals contributions influencing the system of the collective decision making.As these changes go on, the difference between who is a leader and who is a follower becomes less obvious or relevant. Some of the most significant innovations of coming decades will not be new technologies, but new customs and traditions of working together that are made possible by them.
In the near future, organisations could prefer to invest their leadership development efforts to create capability at one of five different levels: Individual capacity Team capacity Organisational capacity Network capacity Systems capacity Complex environments will reward flexible, reactive, collective leadership. The time is rapidly approaching for organisations to restore the imbalance that has been shaped by focusing exclusively on the individual leadership model. That is the only way to ensure sustainable growth.