Leadership needs to break through command-controlled management

Most people often say that most organizations have abandoned the command-control leader. But what leadership style should be used to replace it? In particular, what is the leading style of a large, global and diverse organization? Leaders increasingly need to show leadership traits that reflect their organization's values and culture. It is impossible to encompass all the traits, after all, each organization has a different set of norms and routines. But we can at least find a handful of core leadership traits that many companies have.

First, in the current high-mobility labour market, leaders must be able to inspire and educate their employees with the company's business objectives. One of the authors visited many young leaders in order to write books, and they mentioned that two of the three most important reasons for seeking a particular job were "smart challenges" and "opportunities to influence the world", and other studies have repeatedly noted that young people in the workplace increasingly value the goals they pursue in their work. At work, and in the shop where we visit, we look for a purpose, or a race gate. Snieke (Simon Sinek) may say "everything from asking" why "start", it is said that this practice, so that some innovative companies, such as casual shoes brand toms, online shoe shop agile (Zappos), Whole Foods (Whole Foods), Google, etc. Redefine the way they attract and retain talent. One of the authors of this paper is the CEO of Red Hat, a software company, and Red Hat's corporate mission is to be a powerful catalyst for customers, suppliers and partners to create technology in an open source code way. The best-performing people in this context are those who are most inspired by the mission of this Organization, who can then spread this inspiration to others, and what they have done is all in the hands of this mission.

Second, as the pace of market change accelerates, leaders must be able to adapt and make their employees more engaged. The environment is forcing many companies today to not change for long periods of time. In a way, the situation has always been the case. We enjoyed quoting the First World War, the German Army Marshal Hellmuth. Von Mauch (Helmuth von Moltke), a famous saying: "War is difficult to proceed as planned." (No plan survives contact with the enemy). In addition, we also like to quote, is the champion Mike. Mike Tyson said: "It's hard to predict your opponent's attack before you can plan it beforehand." (Everyone has a plan until they get punched in the mouth). Command-controlled leadership is diminished not only by cultural factors, but by the fact that modern businesses must be responsive to fast-changing customer preferences and nimble competitors. To do this effectively, leaders must put the entire organization at the top of the line, not only to do the work that is done, but also to gain insight into the "content" and "reason" of the strategy, and to put that into place in order to innovate and improve the company's strategic management according to the needs of the market. This requires intensive, one-to-one input. For example, Red Hat's senior executive team is responsible for having partners (associate, which Red Hat calls their employees) to do "I understand Red Hat's strategy and what I can do to make it a success". This emphasis on full investment and adaptability makes it imperative that leaders are willing to empower employees to adjust and solve problems and to listen to their colleagues, rather than just dictate to them.

Finally, in an environment that is highly dependent on inspiration, corporate purpose and employee engagement, leaders must show their true selves. Bill George and other observers, eloquent in their writing, emphasize the importance of authenticity for some time, but the range of requirements for authenticity is expanding, and there are more and more ways for colleagues to see whether leaders lack authenticity. We have discussed with many young and senior leaders what changes the technology has catalyzed for modern organizations, the most common of which may be the blurring of the line between personal private life and professional life, thanks to social media and "never shut down" mobile devices. Co-workers know who you are and what you value, and when you say something in a workplace that contradicts your personal values and actions, colleagues are more likely to notice. We see this as a positive change, because it allows leaders to show their true self at work, including their fragility, their values and so on, and because leaders have a weak side and emotions that allow them and their colleagues to connect and bragnae in deeper, more human ways. Other people like Brown (Brene Brown) have similar views. Presenting authenticity like this in a personal way also helps to reinforce the fact that there is not only one model for efficient leaders. Many different leadership features and traits can be useful in different contexts, and teams of leaders of different personalities can create the benefits of diversity.

Do you and the leaders you work with are learning to adapt to the changing leadership paradigm? Of course, there are different leadership traits that can be important, depending on the circumstances in which you are located. Not only in the current information economy, it is very important for most leaders to be enlightening and purposeful, adaptable and full-hearted, to show the true self.

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Leadership needs to break through command-controlled management