Mannaz Leadership Survey
Leading for an empowered future
Mannaz has asked more than sixty clients about their priorities and business leadership – uncovering that a new way of managing and motivating teams is being adopted to maintain competitive advantage.
With this report we have sought to contribute meaningfully to the pool of knowledge on contemporary leadership challenges, to gain valuable and actionable insight that will shape strategy and assist in delivering transformational change.
What has emerged from our many deep conversations with leaders is that leadership development, in the current complex and fast-moving business scene, is mission critical to organisational success. The ability to innovate is also paramount and that can only be achieved in a culture which is collaborative, agile and empowered.
Significantly, almost half of our respondents envisage the need for a new kind of leadership. The model of top-down, command-and-control management is seen as obsolete and irrelevant. Instead, a new generation of leaders seek to dispense with hierarchies and silos, replacing them with a culture based on emotional intelligence, vulnerability and psychological safety.
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“A new generation of leaders seek to dispense with hierarchies and silos, replacing them with a culture based on emotional intelligence, vulnerability and psychological safety.”
A NEW LEADERSHIP CULTURE
Intention, however, must be matched by direction. While there is a strong consensus around the need for change, fewer than a third of respondents have a clear leadership development strategy in place to realise the potential of this new leadership paradigm.
This report answers that challenge and serves as a blueprint and roadmap for the creation of a new leadership culture. It is effectively a manifesto for the holistic learning and development strategies essential to deliver cultural transformation, facilitate genuine innovation and secure the prize of competitive advantage.
The upside of developing an open, collaborative, empathetic organisational culture is positive and enormous. Transformational change consulting, executive coaching, and strategic digital all have a major role to play. Ultimately, organisations must take ownership of their own activity in order to achieve consistency and long-term commitment to learning and development activity.
If we respond to the leadership challenge and embrace an empowered, emotionally intelligent organisational culture, these aspirations will become a reality.
Also in the report:
Leadership for the future: Empowerment
We live in disruptive and revolutionary times where change is the only constant” is a challange for many organisations and leaders today.
Mannaz asked more than sixty clients how this is imacting their priorities and business leadership – uncovering that a new way of managing and motivating teams is being adopted to maintain competitive advantage.
Read more on page 2.
Responding to the pace of change
”There are two key questions facing modern leadership teams – how to respond effectively and enable breakthrough change in their organisations.”
Paul Blackhurst sets out the environment informing the decision-making and prioritisation of our leadership survey respondents – one of constant change and uncertainty, but also opportunity.
Read more on pages 4-5.
Transforming organisations one person at a time
This article outlines that the best approach to transformation is one of inclusion and open communication:
“Setting a clear, compelling vision is important, and at the same time it must be aligned with a roadmap that broadly addresses how that vision will be achieved.”
Read more on pages 6-7.
The future is now
Organisations have moved beyond bracing the digital opportunity, to facing a digital imperative, writes Mette Skøt.
Digital transformation is not just about digitisation. It is about the mindset to change existing business models.
Read more on page 8.
The ideas advantage
Nathan Hobbs responds to the weight of survey responses flagging innovation as a key goal and competency for leadership.
Creating an environment where innovation can succeed often requires major organisations to think – and act – more like lean, entrepreneurial businesses. This involves a risky balancing act.
Read more on page 9.
Creating trust in teams
Stuart Schofield explains how psychological safety is a critical component of the non-hierarchical approach to leadership highlighted in our survey.
Courageous leaders do not do this simply because it is the right thing to do. They do it because they know in the long-term it will drive better performance.
Read more on page 10.
Optimising team performance
Christine Dandy highlights the benefits of creating a coaching culture, encouraging empowerment and supportive conversations at all levels of an organisation: “There is a wide understanding that the command and control style of leadership is fast on its way out. It creates compliance rather than commitment.”
Read more on page 12.
Learning and Development: A new frontier
To create an empowered working environment, human resources is beginning to take a strategic role at leadership level in many organisations – this is also influencing the approach to and prioritisation of learning and development initiatives.
Read more on pages 13-14.