To a sustainable organization with these 6 actions

We all have a responsibility to make the world a little better. As a person and as an organisation. Making the world more beautiful, that is sustainability. Does your organisation want to get started with this? Then that can be quite a challenge. Because as soon as the pressure of work increases, people fall back into their old patterns. How can an organisation succeed in becoming more sustainable? Six actions to take now:

1. Identify goals and commit to them

Why are you on earth as an organization? What sustainable goals do you want to achieve? And how do you want to achieve this? Make this clear. Identify yourself as management with these goals. And commit to it all: management and employees. It is important to approach this strategically, aligning business priorities with relevant sustainable development goals. And by involving customers, employees and others in creating a positive impact.

2. Develop goals and KPIs

How do you set your goals? A good guideline are the 17 sustainable goals set by the UN. Such as: ‘Prevent food from being thrown away’, ‘Affordable and clean energy’, Fair and social economic growth’, ‘Sustainable production and consumption’, ‘Equal opportunities for all’ and ‘Healthy oceans, seas and rivers’. In doing so, also establish the Key Performance Indicators (KPIs). This is crucial for monitoring progress. To measure is to know for sure.

3. Make sustainability part of your business strategy

It is important that sustainability is not just a side issue, but an integral part of your business strategy. Otherwise, it’s not going to work. Analyze whether business strategies are sustainable and adjust business models as needed. See if the products and services the organization develops are sustainable. Do they contribute anything to the world? And what about the supply chain? Is it lean and mean? Can you outsource certain activities so that you can devote more time and attention to your own contribution to the world? Or can you do more yourself, making the chain more (cost) efficient and saving environmentally damaging transport movements?

4. Create new opportunities for your organization

It is still too often thought that sustainability measures only cost money. But sustainability also offers opportunities: for the company itself and for the environment. A good example is a manufacturing company in Brazil that is located in a large city and was having trouble finding good staff. This company decided to start a training program for unskilled people in rural areas. They gave the people education and thus opportunities. The company got the labor they needed. And because the training sessions took place in the village itself, there was even more solidarity between fellow villagers. All benefits, then.

So, invest. In education and staff. In innovative products and services developed in a sustainable way. And see how you can grow with that.

5. Cooperation is key

We all have a role to play in this world. Give each other that role. And work together. Good cooperation is the magic word in sustainable business. Between colleagues. With customers, suppliers and academics. Between profit and non-profit organizations. And between industries. The goal: mutually beneficial solutions. Leveraging networks. Scale up. And share responsibility. At least as important are collaborations with governments, cities and civil society. With the aim of harnessing the financial, technological and human resources of the business community to promote development, stability and trade.

6. Measure, assess, report and communicate

What do all these efforts yield? Measure the results of your sustainable projects and deployments. And communicate about this within and outside the organisation. The best way is to involve employees in this. This is done by developing systems for employees to report on sustainability targets and their results. Preferably as part of their daily operations.

Start small

Implementing sustainability in your organization is not always easy. Because change is hard. And all kinds of circumstances make it usually easier to continue on the old foot. Nevertheless, it is important to work towards a sustainable organisation. Why? Because that means you’re ready for the future. And because then you know for sure that you are really contributing something. This will only succeed if you formulate clear sustainability objectives and actually integrate them into the organisation’s goals.

Rest assured: you can start small and already make a sustainable contribution to your organisation’s immediate environment. You can build from there. Step by step and purposefully. Good for the environment, good for the organization.

Multiple value creation

Sustainable business requires companies to look beyond financial gain and also consider people and the environment. This calls for multiple value creation, in which economic, ecological and social values are in balance. It requires a different way of working for organisations and a new form of leadership: value-creating leadership.

Do you want to know more about value creating leadership? Then download the ebook Leadership in the Economy of Value below. Or
click here
for our leadership training courses.

Social entrepreneurship: the answer to the circular economy

The circular economy is hip. This is not just about short-term profits, but also about ecologically responsible and socially just results. To what extent should organizations align their goals with corporate social responsibility? Is it worth it for organizations? And how do you promote the circular economy through social entrepreneurship?

Social entrepreneurship is becoming increasingly important

Social entrepreneurship is the answer to the circular economy. But what exactly do we mean by social entrepreneurship? According to Caroll (1999), social entrepreneurship is ‘the expectation that businesses can contribute financial and human resources that improve the quality of people and/or regions‘. Social entrepreneurship is therefore essentially about the company also realising value for its environment.

Social entrepreneurship emerged in the 1950s. It has changed the way many organizations do business. And now social entrepreneurship is hotter than ever. Consumers are increasingly opting for products and services from companies that practice corporate social responsibility. The government, business partners and other stakeholders are also finding this increasingly important and are focusing on it. This is only logical, as social entrepreneurship can help organisations create multiple value in every action and decision. Provided you approach social entrepreneurship strategically. How do you do that?

The Rainbow Model shows which steps are needed to arrive at multiple value creation, and thus at social entrepreneurship. The Regenmodel has been developed by Pim P. Valentijn, deputy director of Essenburgh Training & Advice.

Figure 1: Rainbow model

Caroll’s CSR pyramid

The pyramid of corporate social responsibility (Caroll, 1999)is a valuable tool for developing social entrepreneurship. This pyramid shows the organization’s priorities and four responsibilities to society: economic, legal, ethical and philanthropic.

The return of social entrepreneurship

In the ideal situation, economic, ecological and social values are in balance. The pyramid model can help organisations with this. Social entrepreneurship has several advantages, according to an increasing body of literature. Such as: less employee turnover, better reputation and higher customer satisfaction (Galbreath, 2010). According to Nurn and Tang (2010)social entrepreneurship provides better financial performance. It also helps to attract better employees, work more efficiently and reduce operating costs. According to Siddique (2015) , it can also improve employee motivation and confidence. In addition, there is also the competitive advantage for firms in the commercial sector(see also Klará (2011).

How do you anchor social entrepreneurship?

Do you want to get started with social entrepreneurship? It is wise to do this step by step. Because that is the only way to embed it properly in the organisational culture and in the minds of employees. After all, awareness creates support. And from support comes enthusiasm and determination. This is necessary for successful social entrepreneurship. A good instrument for this is the Rainbow Model. This model shows that value-creating leadership consists of several leadership domains. Namely the micro level (person level), the meso level (team and organisation) and the macro level (the ecosystem of different organisations). According to Tharp and Chadhury (2008)social entrepreneurship can be integrated into any organization and contribute to its goals. If you do this well, social entrepreneurship becomes part of the organisation’s capital. With activities, monitoring, goals and incentives (Lev and Radhakrishnan, 2005).

Have an eye for the hard and soft organizational capital

Multiple value creation depends on people who can work together in a context of innovation and trust. To realize this, according to the Rainbow Model, the right balance is needed between functional ‘hard’ (such as money, data and rules) and ‘soft’ change interventions (such as culture, mission, norm and values). This is a complex process that requires thorough knowledge of the context.

Develop social leadership

Good management and leadership skills are very important for good social entrepreneurship. For example, Jones & Kramer (2010)argue thatthere is sufficient evidence that management and leadership development are important. And that fostering leadership capabilities improves sustainability outcomes. Cornelius, Wallace & Tassabehji (2007)argue that ethical training is a catalyst for developing corporate social responsibility. Essenburgh Training & Advice therefore offers various evicence based leadership trainings.

Be transparent

Organizations that use corporate social responsibility as a sustainable strategy need to communicate well. And they need to be transparent about their processes and their revenues.

This is best done in the Annual Responsibility and Sustainability Report, also known as the CSR report. Such a report states what has become of the plans in terms of planet, profit and people. You also mention the plans for next year. Naturally, you can also communicate about CSR efforts in other ways. This will strengthen the reputation of your organisation.

Do something about social entrepreneurship too

Do you want to work on social entrepreneurship? A good first step is to realize that social entrepreneurship is about creating shared value (Porter and Kramer, 2011). This means that you not only create economic value for your own organisation (profit maximisation), but that you also have an eye for ecological and social values. Of course, your organization doesn’t have to become a charity.

Next, it is good to know that the organisational structure does not need to be completely overhauled. Small steps in particular can yield great results. Step by step you grow into social entrepreneurship.

What is important is that social entrepreneurship should not be seen as an isolated practice. Or as a means to an end. This requires a different way of working for organisations and a new form of leadership: value-creating leadership.

Do you want to know more about value creating leadership? Then download the ebook Leadership in the Economy of Value below.

Tip: checklist for social entrepreneurship

Want to know what commitment your organization has for social entrepreneurship? There are several tools for this. Like the assessment tool of CSR Europe: download the social entrepreneurship checklist. Or click herefor our leadership training courses.

Leadership in change: 6 management styles

Today’s challenges are challenging and often complex. This requires an organisation that is capable of change. Which leadership fits which type of challenge? There are quite a few management styles. And that’s a good thing, because modern management has long since outgrown the one-size-fits-all model of traditional top-down organizations. In this blog we describe 6 management styles. Or: 6 leadership styles in change. Take the time to absorb them. And the freedom and creativity to work with it.

6 different leadership styles

In the early 2000s
Daniel Goleman
the idea of the 6 leadership styles. It’s not so much about that strict number of 6 styles, but more about the various approaches. Because hardly anyone sticks to one specific style. After all, it’s not about systems and theories, but about people. Good leaders know the rules and know when to break them. They know which management style suits which situation and which team. And when to loosen or tighten the reins.

It’s about these 6 leadership styles:

Type 1: Aristocratic management style

In this very strict management style, the manager takes complete control of, and responsibility for, a situation. For most organizations, this is an old-fashioned and therefore inappropriate top-down management style. Because an aristocratic leader does little to harness employee creativity and promote growth. This management style also comes with a lot of costs in terms of planning, communication and overview. Because you have to rig up and manage a whole compliance system to check that everyone is doing what they are supposed to be doing. That’s called agency creation. And that, by definition, is inefficient.

The aristocratic leadership style is very appropriate if the employees have little or no experience. As the team becomes more skilled and reliable, you can shift your method to a more flexible leadership style. The aristocratic leadership style is also important for organizations that work with high risk.

Is this the case in your organization? Set clear and immediate goals for the team. Make sure team members know how to follow and carry out your instructions and what everyone’s role is. Also make sure they have the resources to do so.

Type 2: Affiliative management style

Are you dealing with an entirely new team? Or with a team that has had a lot of setbacks lately? Then the affiliative management style is a very suitable form of leadership for change. Because in this way you promote the connection, the harmony and the trust between team members. This style is therefore also very suitable for conflicts between team members that hinder the results of a team. An affiliate leader gives compliments and keeps morale high.

Are you dealing with the reorganization of a department? Then keep in mind how each team member works best. Give everyone time to get used to their roles. Some people fall back into their comfort zone. Others see such a transition as an opportunity for rapid change. As a manager, it is important that you help people adjust to the new situation.

Affiliate leaders realize that change and creating group cohesion takes time. They understand that everyone needs to feel a little uncomfortable, but take care to keep people feeling seen and valued. There are people who indicate that this management style leads to lower team performance. This is because there is less tight control over outcomes. There’s something to be said for that. Therefore, use this style sparingly. And switch to a more focused management style when the team starts to run smoothly.

Type 3: Coaching management style

Leaders and managers are coaches who inspire, encourage and guide their team to better results. Coaching leaders balance between the aristocratic and affiliative leadership styles. They make their own decisions, but with feedback from the group.

The coaching leadership style is very suitable for inspiring employees to perform better, after a phase in which a new team has been forged and for which an affiliative style is (more) appropriate. The team members have demonstrated the right competencies. And they have gained the trust of their colleagues. So they no longer need specific instructions, but feedback in order to perform the task well, either independently or together with colleagues.

Type 4: Democratic management style

Democratic leaders believe it is important to listen, collaborate and invest in people. They give people the time and space to deliver the best possible products and services. Democratic leadership focuses on achieving consensus. This type of leader thinks it is important to hear everyone’s voice, in order to make (important) decisions.

Democratic leadership is applicable in situations where something is asked of all team members. For example, consider a startup. Then consensus building can mean the difference between success and failure. Projects – and even entire companies – in high-tech markets can grow or fail, depending on the commitment of employees. Democratic leadership thrives best in a situation where debate and brainstorming can take place freely.

Type 5: Task-based management style

Tasked leaders use their experience in a given market to get as much done as possible from highly motivated employees. They set the example and make high demands on employees. They function best when they set short and long term goals.

Task-based leadership is especially appropriate in markets where there is high demand for a product or service. For example, retail, IT, telecom. Tasked leaders often use performance measures to get the best possible results from their teams. Some people thrive best when they are recognized and rewarded for achievements. Think about salespeople, for example.

An additional benefit is that the task-based leadership style encourages so-called overachievers to work hard and stay aware of long-term goals. An overachiever is someone who always goes for a 10. By setting achievable goals, these employees can avoid burnout.

Type 6. Visionary management style

Visionary management style is a very specific form of leadership in change. This management style works well when a team has to make the impossible possible. This requires a visionary management style. This creates involvement and knows how to inspire people. Visionary leadership can only be used successfully if it is accompanied by strong central leadership, which also ensures cohesion between team members. If that is the case, then you can achieve wonderful results and considerable organisational growth.

Visionary leadership does require you to take the time to listen. Inspiring leaders succeed in attracting people who are eager to be part of a successful organisation with an inspiring mission. Smart visionaries know when to inspire employees and when to empower them.

In the figure below you can see all the styles with advantages and disadvantages.

Leadership in change: which style do I choose?

Looking for the best approach to leadership in change? That depends on quite a few factors. Of course, the type of leadership should fit your personality. But the environment is also of influence. In short, ask yourself the following questions:

• Which leadership styles suit me?
• What leadership styles do I want from my bosses?
• What leadership styles work best in my industry?
• What types of leadership styles are best suited to my team?
• What is needed to make people perform better?
• When am I a good leader?

The tricky thing is: every person has a preferred style. Whereas you should choose and deploy a style that fits the context and the organization. Therefore, choose management styles that seem opposite to your way of doing things and try them out. This forces you to work with styles that you might not naturally apply. Start small in safe situations and see how your team responds.

Value-creating leadership

Whatever leadership style you choose, it is important that you use it to create value.
Value-creating leadership
So. This is not just about the economic outcome, but also the social and environmental outcomes. As a leader, you ensure that employees take responsibility, go along with the changes and enjoy their work.

Want to know more about value creating leadership and how to apply different leadership styles? Then download the ebook Leadership in the Economy of Value below. Or
click here
for our leadership training courses.

Moral leadership: what’s in it for you as a leader?

Maybe the terms moral leadership and ethical leadership make you itch. Because they seem like such open doors. And isn’t it just another management hype? Because, of course, as a leader you strive for moral values. Well, in an ideal world. Because the recent banking crisis has taught us that it is not so obvious at all. It is precisely the current era that calls for moral leadership.

In early 2019, Alex Brenninkmeijer published the book ‘Moral Leadership’.
The former judge, former national ombudsman and former member of the European Court of Auditors is concerned about developments in the world, where strong leaders send out false messages and erode democratic values. He writes: ‘We tend to simplify the complexities of society and make them manageable by quick assumptions and prejudices. But it is about civilization, and in this it is not the alpha male (the autocratic leader) but ethos that is most important.’

Especially now, moral leadership is urgently needed, argues Brenninkmeijer. Founded on values such as sincerity, moderation and reasonableness. Brenninkmeijer talks about the importance of striving for ‘slow thinking’. Because, according to him, this is the only way to arrive at good considerations, in this ‘fast-paced era’ in which people allow themselves to be carried away by one-liners and the powerful language of strong leaders. So moral leadership, also in organisations. Especially in organisations.

What is moral leadership?

Moral leadership means that you are aware of the values that you yourself consider important. That you are aware of the (core) values of the organisation where you work. And that you can stand behind it. And more is needed. After all, it is important that you actually live these values. That you propagate them and apply them concretely. Organisation expert Lenette Schuijt gave an inspiring lecture on this subject in 2013: ‘.
With soul and professionalism towards vital organisations’.
.

Always be aware that you are actually doing that. Because due to all kinds of circumstances, that can go wrong. It could be, for example, that you still get on the wrong side of an employee because you are the boss. While respect is an important value to you. Don’t be surprised if that happens to you; you’re only human too. But it’s important that you come back. And that you learn from it. Also, make sure you really integrate the values. Create a safe environment where colleagues dare to call each other to account for not living up to values. But then those values have to be clear to everyone. If not, moral leadership will remain an abstract or even hollow concept.

Moral leadership: 4 points to watch out for

It is precisely because moral leadership seems to be such an elusive concept that it can be difficult to determine whether or not compliance is going well. Nevertheless, there are some significant signs. Four points to watch out for:

Don’t get stuck on fancy words

What often happens is that it stays with nice words. Neatly recorded and also neatly communicated. But in practice little comes of it. The intention is there, but the action is not. Everything stays the same. This is not surprising, because real change is difficult. Especially if, as a leader, you don’t really live the values of the organization.

Think for yourself

Another thing that often happens is that someone doesn’t think for themselves. Suppose Nelson Mandela is your great example. What does he inspire you with? And what does that mean for your own behaviour and your specific role? And how does that work out? In short: think critically yourself. And shape your role as it suits you and as you see fit. Do not copy blindly what you have been taught or prescribed.

Prevent competition between employees and departments

In some organizations it is still done on purpose: stimulating competition between teams and employees. The argument is that this motivates people to perform well. My experience is that this is actually counterproductive. It is far better to avoid such images of enemies and instead focus on the question: How can we make each other better?

Don’t hide behind protocols

Too many organizations have their processes locked down with all kinds of protocols. Of course, protocols are important so you don’t overlook anything. But protocols must not become straitjackets that you work through mechanically. Because in doing so, you forget the people.

These competencies are important to leaders

Dr. Sunnie Giles, the US leadership expert, asked 195 leaders worldwide about the leadership competencies they consider important. This showed, among other things, that 67% of those questioned ascribe high ethical and moral standards to themselves.

Some more figures from the same study:

• 59% say they steer towards self-organisation. Remarkable is that they do like to interfere with the how-question (while
  employees know that very well themselves
  )
• 56% of respondents say they communicate expectations clearly
• 52% have the flexibility to change their mind
• 43% are committed to lifelong learning
• 39% are open to new ideas and approaches
• 38% create an atmosphere of shared success and failure
• 38% want to grow towards a new generation leader, because that helps them to grow in a rapidly changing environment
• 37% create a safe environment of trial and error

Creating value, also for people and the environment

It is what Alex Brenninkmeijer says: the current times call for moral leadership. Leaders who take personal and organisational values as their starting point. Who live these values, apply them and secure them in an organisation or team. A moral leader dares to put the essence first again. The focus is not on the blind pursuit of maximum profit, but on the role that the organisation fulfils in society. Why do we do what we do? And what are we really aiming for?

A moral leader gives employees professional autonomy. On the basis of the mission and the shared ambition, they achieve the objectives as they see fit. They make a lot of decisions themselves. Another important factor is fruitful horizontal cooperation between partners. This means that organisations, teams and employees work together at an early stage and make joint agreements about processes, schedules and prices. After all, together you are stronger.

And last but not least: a moral leader also creates multiple value. Where it is not only the financial interests that count, but also the people and the environment.
Value-creating leadership
In other words, with the aim of solving a social problem or making a difference to the environment. Or to come up with sustainable alternatives for environmentally harmful products.

Do you want to know more about value creating leadership? Then download the ebook Leadership in the Economy of Value below. Or
click here
for our leadership training courses.

Agile leadership and the power of nudging

Old-fashioned leadership stands for inflexibility and authority. That hasn’t worked for a long time. What then? Agile leadership. That is so enormously important in a world that is changing rapidly and is becoming less predictable. What is that really, agile leadership? And how do you become that type of leader?

Resilience to change

The world is changing rapidly and continuously. This sounds like a huge open door, but it demands a lot from organizations. They must be able to respond in a timely manner to successive changes and sudden interruptions. They must prepare for this and adapt in time. Is an organization not doing this in a timely and good enough manner?
Then there is even the risk that it is the end of the game.
. Just look at Kodak. This is an important task for managers and team leaders. Because do they have the resilience to change? And the capacities to take employees along in the change?

Characteristics of resilient leadership

A good leader keeps calm and gives direction to the change. Resilient leadership requires:

1. a. Improvisational ability

A leader responds to the situation at hand. He is able to improvise without losing sight of the goal.

1. b. Creativity

Does he not see new opportunities so quickly? Then he has the creativity to continue looking for pragmatic solutions, using the talents of his employees.

1. c. Self-confidence

A resilient leader knows himself and knows the possibilities and impossibilities. Self-reflection is indispensable here. He has the capacity to learn from past experiences and from mistakes made. And he’s not afraid to show his vulnerability either.

1. d. Adaptability and Learning Capacity

A resilient leader has an eye for change and how best to adapt the organization to it. A resilient leader evaluates and brings learning points into focus. And ensures that the learning points are implemented in the new working methods.

1. e. Optimism and realism

A resilient leader is optimistic and realistic. Optimism is important, but it is imperative that the leader offers his team realistic opportunities and challenges.

Why is change so difficult?

Organizations and employees must therefore continually change. It’s not easy, because we humans don’t like change. That has everything to do with having to adjust behavior. Our brain likes to achieve something with as little effort as possible. Moreover, change is accompanied by discomfort or even fear of making mistakes. In short: laziness and uncertainty play tricks on us.

Get your employees on board with nudging

The key question is therefore: how do you get your employees to go along with a change? It’s best to give them a subconscious nudge. This is called nudging, a behavioural psychological motivation technique that you use to subtly nudge employees in the desired direction. You appeal to people’s subconscious. This is in line with the knowledge that people make their choices subconsciously for about 80%. That’s why it works so poorly to convince people with rational arguments. As a manager or team leader, it is therefore worthwhile to immerse yourself in the effects of nudging. Because how nice would it be to manage employees without telling them what they should do?

Examples of nudging

The classic example of nudging is the fly in the urinal for men. This ensures that men are less likely to ‘piss next to the pot’. Another example: do you want to promote healthy eating as a company? Then place this at eye level in the company canteen. Would you like employees to eat less at lunch? Google solved this by placing a sign next to the small boards: ’66 percent of your colleagues use the small board’. And would you like people to take the stairs more often? Place the stairs in a visible location and hide the elevator from view. Or hang a sign at the elevator saying that you burn 11 times as many calories by climbing stairs.

How do you remain resilient as a human being?

Every person has a certain resilience: the ability to adapt to stress and setbacks. And the ability to continue to grow as a person. Resilience is about wellbeing. In our view, every employee also has a responsibility for his or her own well-being. We use the 7 domains of resilience (see also figure 1 below). These are seven areas that affect personal well-being: the spiritual area, the emotional area, the intellectual area, the physical areas of concern, the social area, the environment and keeping a grip on finances. Those who are in balance are more pleasant and balanced colleagues. And in doing so, strengthens the rest of the team. In
This blog
I already wrote about the value of the 7 resilience domains for an organisation.

Read more about resilience in the workplace.

Figure 1 Domains of resilience

Value-creating leadership

What organisations need above all is value-creating leadership. Important in a world where economic prosperity can come at the expense of people and the environment. Value-creating leadership is about balancing economic, environmental and social values. This requires a different way of thinking and acting. And it places different, more complex demands on leaders. It requires them to look beyond profit maximization. They give direction, (re)define values and principles and create sustainable value. In
this blog
I already wrote extensively about value-creating leadership. Value-creating leadership is not tied to a formal role or position. Anyone can take on a leadership role.

Read more about leadership in the economy of value

Rainbow model

How to achieve value-creating leadership as an organisation and as a leader? We developed the Rainbow Model for this purpose. Applying this stimulates effective leadership in the right phase and in the right place. The model makes it clear that multiple value creation requires leadership at various levels. At micro level (personality traits), meso level (the functioning of the team) and macro level (being able to lead social developments).

Read more about value creating leadership

Do you want to know more about value creating leadership? Download the e-book ‘Leadership in the economy of value’. Or
click here
for our leadership training courses.

What is leadership and what is it not? 7 theses highlighted

There is something mystical about leadership. And it’s massively hyped. New books by leadership gurus appear weekly; you probably know them. What’s tricky is: almost always the empirical evidence is lacking. Because there is surprisingly little quantitative research. As a result, we hardly know what really works and what doesn’t. And the unsubstantiated theories keep piling up. Some theories become theories. As if that can’t be helped. What is leadership and what is it not? There’s a lot of fake news going around. Time for a fact check: 7 statements.

Statement 1: Leadership leads to better results

In principle, effective leadership has a positive impact on the results of an organization. A number of studies indicate that good leadership can lead to reduced employee turnover (Sellgren et al. 2007), improved performance and higher employee satisfaction (Gerstner and Day, 1997). And Waldman et al. (2001) concludes that charismatic leadership can have a positive impact on firm performance especially in times of high risk. Barrick et al. (1991) estimates that the effect of excellent leadership on a company’s financial performance is more than 15%.

On the other hand, the dark side of charismatic leadership also has the potential, under certain circumstances, to cause long-term damage to an organization and its employees(Hogan and Kaiser, 2005). Consider negative personal traits such as narcissism, psychopathy, and Machiavellianism (where the leader will do anything to obtain or maintain power).

Thesis 2: Leaders are born

This is still the subject of intense debate. Are people born to be leaders or are they made to be? The current state of science assumes that there are indeed innate traits that characterize good leaders. Examples are: integrity, decisiveness and vision. There are also ‘proven’ methods by which leadership skills can be trained. But honestly: we don’t know if leaders are born or made. Because there is not (yet) enough scientific evidence to convincingly support the nature-or-nurture theory. It is probably a combination of inborn talents (nature) and developed talents (nurture).

Thesis 3: A good leader is dominant

As a leader, do you need to be dominant and visible? That remains to be seen. Because leadership is essentially the ability to get people and teams to work together. In that case, the leadership is more in the interaction between individuals and is therefore not directly visible or dominant in one person. It is different with the various forms of charismatic leadership, in which the leader is often more dominant. It is very doubtful whether this theory is tenable in the network economy. Read more about network leadership

Thesis 4: A good leader inspires

How do you best inspire employees? From the years tpeople started focusing on this more and more. The focus came to be on leadership that appeals to people’s emotions to stimulate and inspire them. This has led to the so-called neo-charismatic leadership theories, of which transformational and charismatic leadership are best known (Avilio et al. 2009). Recent studies suggest that leadership according to this approach is superior to leadership according to the transactional approach (Fiol et al. 1999). Transactional leadership richt is based on the exchange principle: in exchange for good work, someone receives a reward. But there are also critical voices that point out that neo-charismatic leadership theories lack an ethical dimension. The result is the rise of ethical and authentic leadership. However, the scientific evidence of the latter theories is not (yet) ereally convincing. It seems to be most effective to encourage and give responsibility to others, as with the
network approach
.

Thesis 5: Leadership must be authentic

Authentic leadership emerged in the 1990s; as a result of a number of major scandals, there was a discussion about moral and ethical standards. This led not only to changes in laws and regulations, but also to new leadership theories. Including authentic leadership. In other words: leadership that is characterised by authenticity, positive influence and motivation. Again, the evidence for these new theories is still wafer thin. Of course, ethical standards and a moral compass matter. But should you call that authentic leadership? Because without ethical values and a moral compass, you cannot
network leadership
pursue. Or

value-creating leadership

.

Thesis 6: Leadership is teamwork

Yes, that statement is true! In the eyes of the general public, a leader is one person who is the center of all activity. But even then, it’s generally a whole team running an organization. Therefore, the development and leadership of such a team is the critical factor for any organization(Hogan and Kaiser 2005). Of particular interest is the so-called behavioral complexity of leadership teams(Carmeli and Halevi 2009). The basic principle here is that teams can adapt quickly to the changing environment.

Thesis 7: Leadership is something you make together

Most old leadership theories assume the power of the individual. This view seems to be more and more outdated. Network leadership(Lichtenstein et al., 2006) has a different perspective and points to the importance of the interactions within a (social) network. This form of leadership rejects the idea that one individual would be able to determine the success of an organization. From a network point of view, it is all about the interactions between people. There is a fair amount of evidence that this network approach determines the success of an organization.

Towards value-creating leadership

Bottom line: a lot of falsehoods are spread about leadership. Fake news. It is therefore a great pity that very few theories of leadership have really been backed up by scientific evidence. The latter is important, because it helps prevent pointless interventions. And to get clear on what we’re talking about. What is certain is that thinking about leadership is changing in the direction of network thinking. And that we need leaders who can make quick decisions that are economically, socially and environmentally sound. So leaders who create value in several areas: value-creating leadership.

Do you want to know more about value creating leadership? Then download the ebook Leadership in the Economy of Value below. Or
click here
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Situational leadership

The world is changing. How do you change as an organisation and as a leader?

The route to success requires situational leadership. In other words: leadership thatat of In other words: leadership that assumes that every situation and every employee requires a different approach. After all, no situation is the same and every person is different. But how do you approach this in practice?

Four basic styles of leadership

The theory of situational leadership was developed by Ken Blanchard and Paul Hersey. The model is based on four basic leadership styles, which vary in terms of directing behavior and supporting behavior. Which leadership style is needed depends on the knowledge and skills of the employee and of the degree of motivation and self-confidence. To give an example at giving: managing a team from highly skilled employees with an independente taak, requires very probably a different leadership style than directing a team of factory workers.

Situational leadership fits good with the principle of
value-creating
leadership
that people with various views, interests and competences connects. With the aim of together to achieve an economically viable, ecologically sound and socially just result.

It's all about these four basic styles:

Instruct

Does the situation call for a lot of steering? Then instructive leadership is desirable. The leader is mainly directive. He tells the employees which tasks to perform and when the work should be finished. In short: the leader mainly gives instructions.

Consultations

As with instructing, the leader tells the employees what needs to be done and when the work needs to be finished. The difference being that staff can also ask for an explanation. This applies, for example, in situations where employees need guidance, text and explanation, but are also given space in their work. It is important that the employees know why something has to be done and what the importance of this is. This provides motivation.

Support

Do the employees know how to perform their tasks, but is it important that you motivate them. motivateeert and inspireand stimulates their sense of responsibility.? Then supportive leadership een appropriate style. You have a coaching role where you encourage conversation with employees. Moreover, you motivate them to keep talking to each other. Staff contributions to the discussion are important. As As an executive not all decisions; in certain situations there is room for the input of the employees.

Let

Theyn your employees are used to working work independently? And do they have the knowledge and experience to do so? Dan as a manager, you can hand over the work and tasks, trusting that they will be done well. The manager outlines the frameworks and conditions that apply as guidelines and makes the resources available. This leadership style is characterized by little support.

How do you put this into practice?

Do you want to get started with situational leadership? Then start with an inventory. Wwhat characterises the employees? Do they already do their work very independently or do they need a lot of guidance? And what do people actually think about that? What needs do they have? The organisation where you work and what it asks of you are also of influence. Then determine what type of leadership is best suited to the situation. How can you as a leader add value? What leadership style suits you and what does it mean? Make good agreements about this and make adjustments if necessary. Do you realize that no one person has mastered all leadership styles. And that everyone has a preferred style. In short: not everything fits everyone.

Want to know more about value-creating leadership? Then download the ebook Leadership in the Economy of Value. Or click here for our leadership training courses.

Shared leadership? It works like this!

As a team you have goals to realize. This will only succeed if the team understands the necessity of it.

That requires leadership. However, you can't expect all leadershipleadership qualities are embedded in one person. So leadership is never in one person. The solution? Shared leadershipwhere het leaderleadership not is associated with a formal role or position. It therefore fits in well with the principle of value-creating leadership.

How is leadership distributed within your team? And what types of leaders should you think about? In 5 reading minutes you will have the answer.

Better performance, better well-being

Almost always the formal leader in an organization makes all the decisions. Katrien Fransen, professor at the KU Leuven, argues that shared leadership ensures much better performance of teams and employees. And that this bfurthermore atcontributes to the well-being of employees. After all, there less imposed from above and employees feel feel more involved with the leadership.

Leaders are people who have influence in a team. They don't have to be necessarily the formeappointed leaders at are. The for example are also experienced employees. Meditorss with a groot heart for others. And positive attitude employees who know their colleagues motivate. Do you have all these people on one team? That's wonderful.. As team leader, delegate the various the various leadership tasks within the team, so that you can lead in the right way. Incidentally, more than onee people can have asame take on the same role. That is the beauty of shared leadership.

Four types of leaders

Fransen conducts research on effective leadership. In her research she shows that teams in which the various leadership roles are filled by different people are much more efficient than teams with a single with one leader who is in charge of all matters. It concerns the following four types of leaders:

The task leader

The task leader sets the strategic and tactical lines. He or she will make adjustments where necessary. The task leader works with the team.

The motivational leader

In every teamt a enthusiastic employee with a positionf and enthusiastic character. Someone who's got his colleague's motivate and encourages them to go to extremes, also when things get tough. Do you have someone like that on your team? Then give this employee the informal role of motivational leader. Make good agreements about this. Like: "If something's going on, I'm looking at you".

The social leader

Do you have in your team colleagues who always look backand to others? Who likes the informal contact? And create a nice atmosphere? Then they are might be quite capable of being social leaders.s. Such a person functions in conflict situations as a kind of confidant.

The external leader

How do you maintain good contacts and connections with the outside world? With customers, suppliers and colleagues from other departments or locations? It is best to do this task at to the people with the best reciprocitye contacts. HT his may involve several external leaders, at zowel strategic, tactical and operational levels.

Tip: bMap out people's networks with a network analysis. Then you'll see in aat a glance who is best suited to the role.

Which employees do you choose for which leadership role?

Shared leadership therefore offers opportunities. In doing so, you don't have to strictly adhere to the leadership types mentioned above. Some organizations need a different type of leader, such as the innovative leader. So look carefully at what types of leaders are necessary. And then look at which people you are using for that. But how do you determine which people within your team you can best engage for which type of leadership? You do this by making a network analysis. One tip, perhaps needless to say: use people for their talents.

Want to know more about value-creating leadership? Then download the ebook Leadership in the Economy of Value. Or click here for our leadership training courses.

Influence as a leader? Learning from brain science

How do you get as a leader more influence on people and situations? Brain science offers valuable tools.

Because the human brain is fascinating. And workt sometimes surprisingly different than we think. AIf you know how we humans think and act, you will be more successful in influencing us. influence. Nothing wrong with that, provided you do it ethically. We'd like to give you a crash course.

The power of influence: 4

processes

Do you want to have more influence as a leader? The power of influence is related to the following four processes:

Bias: Your bias

You probably recognize it: as soon as you shake someone's hand shudtyou'll know whether or not you can get along with this person. Your judgment is made in seconds. You're not the only one. Because if dait's right or wrong, wI ndeed, Ievery human being has prejudices. And everyone is influenced by their own prejudices. That last one is an interesting one. Because if you let yourself be led by your prejudices, it can be detrimental in your relationship with the other person. That can come at the expense of your influence as a leader. So ask yourself: Why do I have this bias? Klop that? And how can I still influence it? Have you got that straight? Then it can help you increase your influence.

Elementary processes (often unconscious)

Why do I think the way I do? And why dodo I do things the way I do them? That has to do with the values you were taught at home. You often discover these elementary processes in yourself and in a team when a new employee arrives. Because then you have to explain to that employee why you do what you do. It makes you think and to self-reflect.

An example: I was raised a Christian. We were allowed on Sunday nothing buy. My husbandwho is Roman Catholic is who was raised Roman Catholicwas allowed to do so. When we were first together when we went on holiday, I bought two baguettes on Saturday. My husband understood There no part of. WWhy did we have to eat stale bread on Sunday? I went then think to myself, why am I doing it this way? You find out by entering into relationships with others and being open to them. If you as a leader inzinsight into your own elementary processes, then you can figure out how best to influence someone, with integrity and in line with that person's values.

Cognitive processes: influencing your prejudices

Like I said, everyone has prejudices. The best are the studies of diversity in the Netherlands. We all shout that we are so tolerant, but in reality the situation is different. It is therefore logical that you too, as a leader, have prejudices. If you are aware of this and if you know what fuels your own prejudices, you can try to influence them. prejudices, then you can try to influence them.

Motivational processes (what can I get out of it?)

Why do I act the way I do? Why do I have the motivation for anything? And what does that mean for my position now and in the longer term? The other person's ambition immediately does something to the mutual relationship. Ambition can be threatening, for example if you fear that the other person has missed out.nt on your job. This may adversely affect adhesion. For example, you're going to share less information with this person, for fear of the competition. Conversely, it may also be the case that the other person – for example, an employee – has no ambitions.efwhen you'd like him to have those ambitions. Then maybe it's a good thing at realize that there are people who don't have that much ambition and would find it more enjoyable to hear from another at tell them what to do. Mspike there could also be a certain blockage that the other is preventing the ambition at wish to live up to.

6

elements of

influence

As a leader, do you want to have more influence on people and situations? Then you can use the following techniques. You are not manipulating anything by doing this, you are simply using the knowledge from brain science:

Sensory stimulation

The basis of our judgment of someone is sensory stimulation. What does someone look like? How does someone speak? What does someone smell like? So pay attention to that in the relationship with others.

Nudging: a friendly nudge in the right direction

You want to get something done? Then it helps if you make the decision process as easy as possible for people by giving them a friendly nudge. This is called nudging. Making a decision is difficult because you have to make a choice end that always goes hand in hand with loss of something. The trick is to make the advantage as big as possible and the loss as small as possible. Take the energy transition. Just saying: we have to get rid of the gas, is far too big for people. It's only logical that this will meet with a lot of resistance. The government could also decide to the purchase of for example an electric hotplate subsidizeso that it costs a maximum of 500 eurosost. Or to only build houses without gas connections and with a heat pump. That makes the decision easier.

Social coordination

Each person exhibits more coordinated behavior in the presence of another. When the parents are standing along the line, you try harder to play football. And if someone in the department starts grumbling, then the rest of them start grumbling too. It is therefore important that you set a good example as a manager.

Think about the behaviour you would like to see in eteam and set a good example. This is how you work on social engineering.

Social engineering

How do you get your team to solve a problem on their own? If there is a problem, then the first person employees look to is their supervisor. As a manager you are then tempted to get involved. After all, you feel responsible. Often it's better not to say anything. You will see that employees will then solve the problem themselves. Just let it go.

Setting group targets

Do you want to make employees of a team jointly responsible? And would you like to go for it together? Set group goals. What do we want to achieve together? This ensures that every employee will embrace and pursue these goals. These goals should be acceptable and realistic. Important: evaluate and adjust in time, so that the goals remain alive.

Body Language

Your body language should match what you are saying. It is important that you are aware of this, both in yourself and in others. What your body emits is usually the truth. Like you can read body language of your teammates wellt read and interpretthen it's very valuable.

Self-aware emotion

Deal with your emotions consciously. Are you angry or happy? Then decide for yourself how you want that anger or happiness commitment. Are you going to let yourself go or doare you taking a step back? It depends on the situation and the goal you want to achieve.

Adhesion

Good to know: peopleand people are attached to people and stuff. So you're scrapping the company car? Or is a good colleague leaving? Then prepare yourself well. Have a conversation with the employees. And discussin that second case, how you're going to handle this colleague's departure together. Informal contact with employees is very important. Have a listening ear.

Want to know more about value-creating leadership? Then download the ebook Leadership in the Economy of Value. Or click here for our leadership training courses.