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Leading in the 2020s

· Leadership,development,Reflection

It is essential to humanize leadership and counter the intoxications with individualism and instrumentality that risk turning scientific leadership into a 21st century version of scientific management, an ideology that worshiped the means and conveniently ignored the ends. We can do more than that, and we must do better than that. Gian-Piero Petriglieri

Leaders exist. Leadership roles do not.
It's an illusion to think that taking up a role with 'Leader' in the title automatically grants you influence. Followers make you a leader.
Leaders emerge not from the authority of their roles but from the collective recognition and support of those they inspire. This shifts the focus from ego to ecosystem; from seeking positions of power to cultivating genuine connections, trust, and vision that resonate with others.
Leadership, then, is not a crown to be fought for and seized but a social contract granted and withdrawn by those who choose to follow. If you want to see this in action – super-accelerated and super-visible - I recommend attending a Group Relations conference.

I asked ChatGPT "What is the single most valuable leadership skill I need to succeed in 2023?" and it told me...

The single most valuable leadership skill needed to succeed in 2023 is adaptability. As the world continues to rapidly change and evolve, leaders must be able to adapt to new situations and challenges. This includes being able to quickly assess and analyze the current situation, come up with creative solutions, and implement them effectively. It also involves being open to learning and continuous self-improvement, as well as being flexible and open to change. Without adaptability, leaders will struggle to keep up with the fast-paced and unpredictable nature of the modern world.

I cannot disagree. Sounds like it was in one of my classes!

Watch me share my views about the top three skills that leaders need today.

Articles on Leadership styles & skills

Good leaders don’t ask more than their constituents can give, but they often ask— and get—more than their constituents intended to give or thought it was possible to give. John W. Gardner

Please contact Andrew here if you would like to discuss how you may go further in this topic through Coaching.

Please use the comments section at the foot of the page to suggest resources you have found useful on this topic and I'll add them for the benefit of others.