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David Hensley shares an article on management and leadership styles. 

We’ve observed – as we’re sure you have – that different managers and leaders have very different management/leadership styles. And that those styles don’t always fit the expectations of their organisations.

We’ve also noted that whilst the miscommunication and dysfunctionality that a mis-match causes in an organisation is a common topic for discussion, particularly around the water fountain or in the bar after work, there is typically little analytical discussion about the causes of this.

One of the reasons for this, we believe, is that there is little common vocabulary or taxonomy to use to discuss it, so it is difficult to categorize the presenting or expected leadership style.

Leadership of the Future

In some recent work we were doing, preparing for a speech on the Future of Leadership that Piret gave at the Brave World Conference in Tallinn in May 2018, we were influenced by the work of Simon Sinek, Frederic Laloux and others in describing future leadership as Purpose-driven. We contrasted this with the traditional Power-driven command and control model and the contemporary Performance-driven model. Each has a different objective set and a different management style.

We saw that these were actually three different paradigms of management/leadership, and realised that each one can be done effectively or ineffectively, and that the effectiveness depends on the socio-political environment as well as on the capabilities of the leader and on the alignment of the organisations’ people, policies and systems.

We then came to think – contrary to Laloux’s evolutionary model – that this is not a simple past-present-future sequence, but that the different paradigms have co-existed in different contexts over centuries.

 

Key points include:

  • Organization and culture
  • Changes over time
  • Moving forward

Read the full article, The 3 Management Paradigms, on HensleyPartners.com.

 

David Hensley shares a post on management that looks at the socio-political environment, the capabilities of the leader, and the alignment of the organisations’ people, policies and systems as the basis for the development of three paradigms.

We’ve observed – as we’re sure you have – that different managers and leaders have very different management/leadership styles. And that those styles don’t always fit the expectations of their organisations.

We’ve also noted that whilst the miscommunication and dysfunctionality that a mis-match causes in an organisation is a common topic for discussion, particularly around the water fountain or in the bar after work, there is typically little analytical discussion about the causes of this.

One of the reasons for this, we believe, is that there is little common vocabulary or taxonomy to use to discuss it, so it is difficult to categorize the presenting or expected leadership style.

Leadership of the Future

In some recent work we were doing, preparing for a speech on the Future of Leadership that Piret gave at the Brave World Conference in Tallinn in May 2018, we were influenced by the work of Simon Sinek, Frederic Laloux and others in describing future leadership as Purpose-driven. We contrasted this with the traditional Power-driven command and control model and the contemporary Performance-driven model. Each has a different objective set and a different management style.

We saw that these were actually three different paradigms of management/leadership, and realised that each one can be done effectively or ineffectively, and that the effectiveness depends on the socio-political environment as well as on the capabilities of the leader and on the alignment of the organisations’ people, policies and systems.

 

Key points include:

  • Organisation and culture
  • Changes over time
  • Case Example

 

Read the full article, The Three Management Paradigms, on hensleypartners.com. 

 

Umbrex is pleased to welcome David Hensley with Hensley Partners. David spent seven years at McKinsey & Company, in London and in the EuroCenter in Brussels. He was a core member of the Organisational Performance Practice. Before McKinsey David worked for Shell in a range of planning and marketing roles in London and Johannesburg. After McKinsey David was the Group Head of Strategy at Carlton Communications (now ITV), and then Executive Director of Credit Suisse’s IT subsidiary. He been a Senior Parter with Towers Perrin, and with leading brand consultancies FutureBrand (then part of McCann) and Lippincott (part of Oliver Wyman).

David has been running his own consulting practice, Hensley Partners, since 2005 working with clients across the UK, Europe, Africa and the Middle East – and occasionally China, India and America. David is happy to collaborate on projects involving corporate branding, corporate strategy, organisational design and change management.