| 4 leadership styles in regards to alignment and empowerment? | -Autocracy through ''Autocratic/Centralized Leadership'' (needed in times of stress/pressure-alignment is high)
-Abdication through ''Democratic Leadership'' (needs to be avoided-alignment and empowerment is low)
-Chaos through ''Laissez –faire Leadership'' (alignment is low)
-Leadership ''A distributive leadership'' (GOOD BALANCE of alignment and empowerment) |
| How to pick the correct leadership style? | Focus not only on external challenges, but internal (Human Capital) challenges |
| What is the Human Innovation Challenge ''paradox'' a leader needs to be aware of? | -The external challenge: an alarming shortage of innovation capacity
Paradox:
-We are using 10-30% of our corporate explicit knowledge
-70-90% we are partly (implicit) or not actively using and/or sharing (tacit) |
| Leadership is playing a significant role in knowledge process. What is the process of Organizational knowledge creation? | Sharing, Creating and Capturing -> ''making available and amplifying knowledge created by individuals'' |
| What is the SECI quadrant (for tacit and explicit knowledge)? | socialization-externalization->combination->internalization |
| What are the 2 leadership dimensions in knowledge creation? | -Centralized leadership
-Distributed leadership |
| In the Theoretical framework of leadership in knowledge creation there are three layers, which ones? | -Informal Core Activity Layer
-Conditional Layer
Formal structural Layer |
| In the -Informal Core Activity Layer: A Distributed Leader enables the transforming of BA within the SECI process. What does BA stand for? | Cultural, social and historical; and physical, virtual and mental. -> Allows participants to interpret information and create meanings across time and space |
| A Distributed Leader also mobilizes KA necessary for transformation. What does KA stand for, and what does it result from? | KA=Knowledge Assets, results from the SECI process and needs to be captures and validated |
| Moving out to the Conditional Layer and Centralized Leader, what happens here? | BA (cultural, social, historical; physical, virtual and mental knowledge) is BUILT by shaping/conditioning/controlling for interplay between Ba, KA & SECI |
| Finally, in the formal structural layer..? | Allocating resources, defining organizational forms, developing knowledge vision, formulating strategies, goals knowledge creation, controlling & monitoring |
| To enable strategic agility, paradoxical leadership is required. What are the capabilities of strategic agility? | -Strategic sensitivity (Being alert, integrate new possibilities, Learning process, to let go, Ideas from top & bottom)
-Leadership unity (Bold & fast decision making, Demo strong commitment top, Collectivity, convergent thinking)
-Resource fluidity (Raises stability-change tensions, Requires change, switching, novelty, Taking full advantage of resources) |
| Strategic Agility depends on leader’s responses to competing demands. Mention 3 examples of competing demands | - Identify solution levering synergies & distinctions of the opposite elements (PARADOX)
-Selecting the option that maximizes advantages and limits disadvantages (TRADE-OFF)
- Blend options into single, new alternative that leverages aspects of each opposing element (COMPROMISE) |
| How to become a paradoxical leader? | -Value Paradoxes as ingredient of high performance
-Proactively identify and raise tensions (Share diverse perspectives)
-Avoid the traps of anxiety & defensiveness (Build comfort & confidence)
-Consistently communicate a both and vision (Embrace both aspects of the tension)
-Separate efforts to focus on both sides of a paradox (focus on its different elements) |
| In Entrepreneurial Leadership, there are 3 types of capital to develop. Which ones? | -Human Capital
-Social Captial
-Institutional Captial |
| Define development of Human Capital | -To enhance human capital in terms of knowledge, skills and capabilities
-Gaining an overall view of the business |
| Define development of Social Capital | -Peer-to-peer relationship
-Bridging social capital |
| Define development of Institutional Capital | -Replicating the conditions of confidentiality, sharing and trust
-Institutionalizing and formalizing the opportunity of developing a peer support community |
