Download - Leadership: Leading with New Authority
www.autoritum.deFrank H. Baumann-HabersackAuthor . coach . consultant
LEADING WITH NEW AUTHORITY
WORKSHOP – 2016, May 27th - Malmö
Social profiles: Twitter @FrankBauHa_eng | Facebook frank.baumannhabersack
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AUTHORITY BASICS: A SOCIOLOGICAL/ PSYCHOLOGICAL VIEW
• Authority is an immanent element of human relations. In relations it is also always an issue, who leads (in this moment), who is going ahead.
• There is nothing like the authority itself. Also natural authority is not existing. Authority is a social construction. Authority cannot creatauthority out of itself.
• Authority needs attribution from someone, communication and interactionto have an impact of authority on the person who attributes.
• The attribution of authority characteristics to someone, turns back theimpact of the characterstics to the person who attributes.
• The person who receives the attribution gains influence on the personwho is attributing.
• The context can enhance the potential influence through structures, symboles or rituals. This perceived „reality“ is part of our socialization.
AUTHORITY BASICS MENTAL MODELS THE 7 ELEMENTS MEANING BOOK
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MENTAL MODELLS: LEADERSHIP MINDSESTS
old authority new authority
expert knowledge
mistrust and control
burdened relations/ distance
separation & competition
pressure to act
subordination & obidience
escalation & retaliation
lack of transparency
relationship knowledge
trust
presence
networking & collaboration
persistence
equivalence and autonomy
de-escalation & compensation
transparency
new working world
autonomy & self-organization
faults = fast learning & development opportunities
sense & fun
networked collaborationat eye level
going for new, unknown ways
shared- & self-responsibility
V.U.K.A volatile, unsecure, complex, ambiguous
AUTHORITY BASICS MENTAL MODELS THE 7 ELEMENTS MEANING BOOK
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NEW AUTHORITY IN LEADERSHIP: THE FOUNDATION
the 7 elements of new authority in leaderhsip
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AUTHORITY BASICS THE 7 ELEMENTS MEANING BOOK
Based onthe concept of NewAuthorityby Prof.HaimOmer.
MENTAL MODELS
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COMPARISON: ELEMENT PRESENCE
old authority
Distance and insecrurity
• Authority and respect arise fromdistance, aloofness and arbitrariness
• As a result feelings arise like insecurity and surrendered byarbitrary decisions.
• Due to low physical/ emotional presence leadership will be perceivedas less powerfull.
• Due to high physical/ emotional presence, leadership will beperceived as (very) powerfull.
new authority
closeness, presence and security
• Authority and respect arise fromcloseness, predictability and interest.
• As a result the feeling of securityarises.
• Arbitrary acts will be avoided as goodas posible.
• This leads to the perception ofpresence.
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COMPARISON: ELEMENT SELF-GUIDANCE
old authority
Control and obidience
• Instructions must be followed. If not, this will be interpreted byleaders as loss of control, influenceand authority.
• It will be threatened withconsequences or they will beexecuted right away. Or in the sense of anticipated consequences, autonomy will be restricted in advance.
• Attitude: the behavior of others hasto change and therefore they haveto be controlled.
new authority
Self-guidance und self-control
• Attitude: humans can influence orcontrol their own behavior, only.
• Leaders can inspire or irritatebehavior of the team members, only.
• Leaders act out of the overallresponsibility and are thereforelegitimated and obliged to draw linesrespectivly to support the valid rules.
• Control is replaced by trust.
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COMPARISON: ELEMENT LEADERSHIP COALITION3
old authority
Hierarchy and power
• If leaders are faced with problems(with team members) mostly theyact in solo efforts.
• Asking for help is marked asweakness and loss of power. This often causes feelings of helplessnesand overload.
• Competetion within the leadershiplevel is beeing welcomed and activelysupported to hinder the connection/ binding between the leaders. These dynamics are recinforcing theposition power of the higher level.
Hierarchy, networking and strength
• Each leader is embedded andconnected within the college.
• Each leader represents the wholecollege, its values and aims. Thus one‘s obliged to claim the valid rulesfor the collective.
• This social involement and collegialsupport leads to feelings of strengthand collaboration.
new authority
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COMPARISON: ELEMENT COMPENSATION4
Apology and retaliation
• The leaders are executers ofpunishments/ consequences, ifteam members are crossing (social) lines or doing (social) damage.
• Retaliation meassures are mostlyinternal exclusion or termination.
• Culprits will be humiliated in front ofthe internal public and are forced toapologize.
Compensation and conciliation
• Team members have the opportunityto compensate the damage the havecaused in order to redeem/ re-integrate themself.
• In the phase of compensation leadersare companions and supporters forthe team members and showreconciliation gestures.
• They stay as representatives of thewhole leadership-system. Thereforethey are benevolent guardians of thecollective.
old authority new authority
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COMPARISON: ELEMENT TRANSPARENCY5
Fear for faults and infallibility
• For fear of dealing with faults by thehierarchy, leaders try as best aspossible to cover up faults.
• If faults are made public, the leadertrys to find culprits.
• The dignity of the culprit is violated, e.g. by the loss of face.
• This leads to the loss of leadershippresence.
Transparency
• Faults are beeing made public(internally) to report about them andto enable learnings processes.
• The search for culpability andhumiliation reamained undone.
• It reinforces presence, if leaders takeresponsibility for their faults andstop humilitating others.
old authority new authority
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COMPARISON: ELEMENT PERSISTENCE + DE-ESCALATION6
Deceleration, persistence und resistance
• Leaders delay their response and aretaking time for prudent answers.
• First of all leaders can consult in thesense of „Am I in line with the aimsof the collectiv?“. The result is de-escalation.
• The spiral of escalation will beinterrupted.
• With persistence leaders are markingthe lines. If necessary, leaders shownon-violent resistance.
Urgency and struggle for power
• By misconduct or non-executionfrom team members, leaders comeunter pressure to act immediatley.
• Team members have to besanctioned, so leaders candemonstrate their authority.
• This demonstration of authority hasto be succsessful. This is the entryof a conflict win-lose-dynamic. (power struggle and loss of face)
old authority new authority
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COMPARISON: ELEMENT REFLEXION7
Self-reflexion and reflexion of one‘sbiographie of authority
• Leaders do reflect their ownbiographie of authority and theassociated leadership attitude.
• They also reflect – from time to time – their own parts in the leadershiprelation with the team members.
• If problems appear, the focus is on the team members but also on thecommunication dynamic betweenleader and team members.
Leading without reflexion, blinding out one‘s parts
• Leaders do not reflect their attitudeabout authority nor their relationwith the team members.
• If problems appear, the focus only ison the team member.
• Reflections with the team membersabout the quality of the leadershiprelation remain undone.
old authority new authority
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THE MEANING FOR ORGANIZATIONS AND LEADERS
• The change of the leadership attitude towards authority is theprerequisite for letting go of control, obidience, punishment andenforcement of power.
• The waiver of destructive thinking and acting torwards relationships is theprerequisite for building or keeping secure and sustainable relationships.
• Secure and sustainable relationships will lead to trust. Trust is enablingnetworking and collaboration. This again turns into security.
• These interpersonal dynamics are the only posibilities, to act in unsecure, complex and always changing environments. Moreover these dynamicsare „producing“ creativity.
• This is the new „interpersonal operating system“ for organizations tosurvive in the „V.U.C.A.-world“.
• After all it opens the space to restructure dysfunctional organziationalstructures which have violent effects on the people.
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CAN YOU READ GERMAN?
If not,don‘tworry.Here as anexcellent summary ofmy book inEnglishby SebastianRadics»www.tinyurl.com/NAUTHILAnd maybe one day my book willbepublished inEnglish...
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