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


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


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


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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AUTHORITY BASICS THE 7 ELEMENTS MEANING BOOKMENTAL MODELS


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



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.




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.




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)


AUTHORITY BASICS THE 7 ELEMENTS MEANING BOOK


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.




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.



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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