16 Aug 2012
Thought Leadership Thesis 2012
As I´m constantly seeking to develop my knowledge I realised that I need to resume this blog. Not only to post my own views about this fascinating topic, but more so to interact and share knowledge with thought leadership enthusiast worldwide.
To start at the beginning, please read my MSc Thesis: Thought Leadership: Defining the role and scope of thought leadership as a reputation management strategy. And feel free to post any comments or thoughts.
29 Jun 2010
Challenging charismatic leadership
At present a public debate concerning leadership qualities are thriving in Norway. Last week DN (The Norwegian equivalent to The Financial Times) published an article that awoke my passion for thought leadership.
In its attempt to explain why charismatic leaders are best avoided in a corporate context, the article gives evidence of the extent and degree of conformity to social norms in Norway. One of the contributors to the article, Arne Selvik, express that there has been a paradigm shift in which an increased number of egocentric, even narcissistic leaders have emerged. His explanation is that stakeholders and shareholders have been seduced by leaders that embody charismatic traits. His opinion is that this merely provides the corporation with short-time financial gain/publicity. The article even suggests that charismatic leaders may inhibit corporate creativity and unity. Academically, charismatic leadership has been defined as “the process of influencing major changes in the attitudes and assumptions of organisations members, and building commitment for the organisations objectives” (Max Weber, 1947). From this, I say Selvik is wrong.
My opinion is that there has been a paradigm shift, but not in the sense that the article suggest. The paradigm shift that I refer to is the increasing importance of innovation and vision. Innovative leaders (charismatic or not) take chances in which they are not merely succumbing to incrementalism; they are revolutionising the industry in which they practise. With this in mind, I say as Joel Barker so well said before me “You can and should shape your own future; because if you don't someone else surely will”.
Why I was so stunned by this article is not because I am disagreeing with the notion that charismatic leaders may shift the focus from the corporation to the individual. Rather, I was amazed by the Norwegian unwillingness to accept that sometimes it is required to stand out, and dare I say it, be different. Just look at tycoons like Donald Trump and Richard Branson.
In its attempt to explain why charismatic leaders are best avoided in a corporate context, the article gives evidence of the extent and degree of conformity to social norms in Norway. One of the contributors to the article, Arne Selvik, express that there has been a paradigm shift in which an increased number of egocentric, even narcissistic leaders have emerged. His explanation is that stakeholders and shareholders have been seduced by leaders that embody charismatic traits. His opinion is that this merely provides the corporation with short-time financial gain/publicity. The article even suggests that charismatic leaders may inhibit corporate creativity and unity. Academically, charismatic leadership has been defined as “the process of influencing major changes in the attitudes and assumptions of organisations members, and building commitment for the organisations objectives” (Max Weber, 1947). From this, I say Selvik is wrong.
My opinion is that there has been a paradigm shift, but not in the sense that the article suggest. The paradigm shift that I refer to is the increasing importance of innovation and vision. Innovative leaders (charismatic or not) take chances in which they are not merely succumbing to incrementalism; they are revolutionising the industry in which they practise. With this in mind, I say as Joel Barker so well said before me “You can and should shape your own future; because if you don't someone else surely will”.
Why I was so stunned by this article is not because I am disagreeing with the notion that charismatic leaders may shift the focus from the corporation to the individual. Rather, I was amazed by the Norwegian unwillingness to accept that sometimes it is required to stand out, and dare I say it, be different. Just look at tycoons like Donald Trump and Richard Branson.
28 Feb 2010
Thought Leadership Defined
Online discussion about the definition and practises of though leadership are thriving. Opinion leaders, practitioners and organisations can’t seem to agree upon what thought leadership actually entails. My quest for research on the subject has left me confused. It is evident that thought leadership are practised by a range of different people, but can everyone call themselves thought leaders? Does it merely require a strong opinion and a twitter account?
I believe true thought leadership requires a bit more. In my opinion, the actual purpose of thought leadership should be stakeholder engagement, not attention seeking. The fascinating aspect of thought leadership is the ways in which thought leaders publicly comment on issues and trends. Organisational thought leadership may then have enormous potential. Is thought leadership truly recognised as a corporate communication strategy? And how can you measure best practise if it’s not?
TLG’s Thought Leadership Index provides useful answers. The research reveals that there is a strong connection between brands that have achieved status as thought leaders and those brands that enjoy a strong reputation. Two of the organisations that stand out from the Index are Apple and Virgin. Are these two prominent organisations then recognised because of their corporate vision or because of their visionary CEO’s?
I believe true thought leadership requires a bit more. In my opinion, the actual purpose of thought leadership should be stakeholder engagement, not attention seeking. The fascinating aspect of thought leadership is the ways in which thought leaders publicly comment on issues and trends. Organisational thought leadership may then have enormous potential. Is thought leadership truly recognised as a corporate communication strategy? And how can you measure best practise if it’s not?
TLG’s Thought Leadership Index provides useful answers. The research reveals that there is a strong connection between brands that have achieved status as thought leaders and those brands that enjoy a strong reputation. Two of the organisations that stand out from the Index are Apple and Virgin. Are these two prominent organisations then recognised because of their corporate vision or because of their visionary CEO’s?
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