ABSTRACT OF CHAPTERS OF E-BOOK ON “LEADING IN INDUSTRY 4.0” (2018)
Leading the Digital Transformation of Organizations (ISBN: 9781948580212)
In recent time, the explosion of data and unprecedented advances in computer processing power globally have dramatically increased the capacity to support decision making within various functional operations in organizations across industries. The world has moved well beyond basic and enhanced process automation and is entering an era of cognitive automation leveraging on artificial intelligence and robotics.
The World Economic Forum is calling this the “Fourth Industrial Revolution” (Schwab 2017). The impact of advanced technologies touches virtually every industry and organization on many levels, from strategic planning and marketing to supply chain management and customer service. In this chapter, we will focus on the structure of a digital organization and the accompanying challenges as well as the role of leaders in transforming the organization to succeed in the digital world.
Leading in a Disruptive VUCA World (ISBN: 9781947843172)
Effective leadership is the process of impacting and influencing people to achieve the desired results and prepare for the future. Leading in today’s highly disruptive and increasingly VUCA-driven world (volatile, uncertain, complex, and ambiguous) is becoming much more challenging, hence effective leadership today is becoming increasingly important.
Today, many individuals and organizations across the globe are exploiting this change to disrupt every industry. Uber, Alibaba, Airbnb, Netflix, and Tesla are just a few famous examples of companies that have transformed our lifestyles including the way we travel, shop, and stay, and there are many more.
The purpose of this chapter is to share various best practices approaches and frameworks to better prepare our next generation of leaders so as to succeed in our increasingly VUCA business environment by leading and engaging their people to success.
Developing a High-Performance Organization in a VUCA World (ISBN: 9781947843196)
How do organizations become high-performance organizations? Research and experience indicate that there are many factors that can contribute toward the development of a high-performance organization including but not limited to the mission; shared values; organizational design and structure; people, engagement, and culture; and leadership.
Increasingly, companies are recognizing that leaders who demonstrate high emotional and social intelligence competencies are crucial to their organizational effectiveness. They must be able to impact and influence others to follow them and help them implement. This is the essence of leadership in a high-performance organization (HPO). In this chapter, we will focus on the leadership as the key driver of financial and operational performance as well as an enabler for companies to execute their strategy and achieve success.
What Makes a Great NextGen Leader? (ISBN: 9781947843189)
Developing the next generation (nextgen) of leaders involves building a sustainable leadership pipeline for the organization so as to ensure its continued success in the Fourth Industrial Revolution or industry 4.0 (IR 4.0) as it is commonly known.IR 4.0 represents the combination of cyber-physical systems, the Internet of Things, and the Internet of Systems.
Today, research has shown the importance of several leadership competencies that have been effective in transforming the next-gen leaders. These include cognitive readiness skills and emotional and social intelligence competencies, which are crucial in leading the team and organization in a highly disruptive and increasingly VUCA-driven business environment that underpins the IR 4.0.
Development and Coaching of NextGen Leaders (ISBN: 9781948580212)
Talent management represents an organization’s efforts to attract, develop, and retain skilled and valuable employees. Its goal is to have people with the capabilities and commitment needed for current and future organizational success. An organization’s talent pool, particularly its managerial talent, is often referred to as the leadership pipeline (Charan et al. 2000). However, one of the biggest challenges facing organizations today is the greater pressure to develop future or next-generation leaders faster in response to the challenges ahead for business and HR leaders in a dramatically changing digital, volatile, uncertain, complex, and ambiguous (VUCA) business landscape (Bawany 2018).
How do organizations develop the next generation of leaders? This chapter is designed to provide insights into an understanding of the best practices and contemporary approaches to the development of future leaders of an organization with a focus on executive coaching as a development tool.
Identifying, Assessing, and Selecting NextGen Leaders (ISBN: 978194784320)
In most part of the world, shortage of leaders and talent, in general, is evident. Organizations are facing greater pressure to deploy future leaders faster in response to the challenges ahead for business and HR leaders in a dramatically changing digital, volatile, uncertain, complex, and ambiguous (VUCA) business landscape. In an age of disruption, business and HR leaders are being pressed to rethink their current practices in how they identify, assess and develop next-generation
(NextGen) leaders to ensure the sustainability of their organizations.
How do organizations identify and select the next generation of leaders? This chapter is designed to provide insights and understanding of the best practices and contemporary approaches to talent assessment and selection of high-potential talents or future leaders of the organization.
Managerial Challenges in Leading and Engaging Teams (ISBN: 9781947843219)
While some experiences on being a part of a team can be very fulfilling, with members becoming highly skilled at working together, others are frustrating or challenging, with members developing interpersonal conflicts that impacted on the achievement of the team goals. Perhaps the greatest challenge for a team member is the struggle and resulting tension that arises from being an individual; with one’s own talents, biases, values, beliefs, interests, and ways of working; versus being a member of a team with a shared team’s charter with purpose and values.
What are the characteristics of high-performing teams? How do you develop, lead, and engage a high-performing team and what are the managerial challenges associated with it?