New Perspectives on the Practice of Leadership

As change in leadership style continuous, Center for Creative Leadership (CCL)

under no circumstances miscarries to study the changing nature of leadership. Based
on the researches made by CCL, through survey, interactive classroom, archival and
competitive benchmarking research, a new perspective on the practice of leadership
nowadays blossom.
The Center for Creative Leadership (CCL) is a topranked, global provider of executive education. It develops
better leaders through a focus on leadership education
steeped in extensive research. CCL have experienced working
with tens of thousands of diverse organizations in more than
130 countries across 6 continents, helping more than a million leaders at all levels.
For over 4 decades, the entity have leveraged the power of leadership to
transform individuals, teams, entire organizations and societies to achieve what matters
most to them - with results that are powerful, measurable, and enduring.
Great leaders are a magnet for top talent and create the culture of performance
your organization needs to accelerate results. Grounded in ongoing research and 40
years of experience developing successful leaders, CCL's open-enrollment programs
target the real-world challenges unique to each level of leadership - whether you're just
starting out or running a global organization.

As an effective example of transforming business

results through a new perspective on leadership
practices, CCL and KONE undertook critical steps that
ultimately transformed the KONE's leadership culture.
Today, KONE takes a far more strategic approach to leadership -- and the bottom line
impact has been enormous. "Both growth and profit are higher than before, and we are
on a positive trend," KONE CEO Vance Tang said. "To do what we've done in a year is
incredible."

Types of Challenges according to the research made by CCL:

Technical Challenges
Those that leaders and their organizations had faced in the past and
built competence in solving
Adaptive Challenges
Those where current leadership skills had to be extended and
adapted to new environments.
Critical Challenges
Those required meeting discontinuous or crisis conditions, never
before faced by the leader or the organization.

The research suggests that leadership skills will have to change from:
From
Position
Functional Orientation
Focus at the top
Independent decision making
Competition
Logical and rational
Staying the course strategy

To
Process
Boundary-less Orientation
Focus throughout the organization
Inter-dependent decision making
Collaboration
Feeling and emotional
Emergent/ flexible strategy

LEADERSHIP, GOVERNANCE AND SOCIETAL RESPONSIBILITIES

Leadership

Leading a team or group is a real skill that takes time, thought and dedication.
Leadership is the most studied aspect of business and organization because it is the
one overarching topic that makes the difference between success and failure. At times it
may seem overwhelmingly complex, but by focusing on some fundamentals you will find
that you can lead your team with confidence and skill.
Leader vs. Manager
Leadership and management are two distinctive and complementary systems of
action. Each has its own function and characteristic activities. Both are necessary for
success in an increasingly complex and volatile business environment. Strong
leadership with weak management is no better, and is sometimes actually worse, than
the reverse. The real challenge is to combine strong leadership and strong
management and use each to balance the other. John Kotter
Often a distinction is made between leadership and management, although
sometimes, it would seem, for the sake of it. Individuals cannot simply be classified as
either one or the other - both leadership and management skills are needed for
success. At times leaders will need to manage tasks and projects, and managers will
need to influence and inspire people. Managers are not confined to management and
leaders are not restricted to leadership - the critical issue is about getting the right
balance for the job you do.
Management is generally seen to involve overseeing day-to-day operations,
accomplishing goals and achieving tasks, while leadership spans a wider remit that
includes influencing and inspiring others, generating ideas and defining a strategy and

vision. In the table below you will see a direct comparison between leadership and
management activities. An individual can be a great leader, a great manager, or both,
but each area requires the mastery of slightly different skills and competencies.

Corporate Social Responsibility

According to General Electrics Chief Executive

Officer (CEO) Jeffrey Immelt, Good leaders give back
Its up to us to use our platform to be a good citizen.
Because not only is it a nice thing to do, its a business
imperative.
Corporate Social Responsibility (CSR) is the responsibility of enterprises for
their impacts on society.
Corporate Social Responsibility, or CSR, is something that was started by
fashionable 'ethical' businesses. Realizing that promoting a responsible way of doing
business actually improved the bottom line soon received wider interest, and now

demonstrating responsibility has become expected when bidding for major contracts.
With now being the time to question your organizations value, see the benefits of CSR
by reading on below.
The concept of Corporate Social Responsibility can be explained quite simply; it
is doing the right thing. Corporate Social Responsibility, or CSR for short, is about how
your organizations existence affects stakeholders beyond your own insular interests,
recognizing the impact your operations have on the community at large.
The International Organization for Standardization has developed a voluntary
social responsibility standard, ISO 26000:2010 Guidance on social responsibility,
attesting to the importance of this issue.
The standard provides guidance on:

Concepts, terms and definitions related to social responsibility;

The background, trends and characteristics of social responsibility;
Principles and practices relating to social responsibility;
The core subjects and issues of social responsibility;
Identifying and engaging with stakeholders; and
Communicating commitments, performance and other information related to
social responsibility.

What are the benefits of adopting CSR?

With the world of business being as competitive as ever, it's important to stand
out from the crowd. Suppliers have to work harder to win contracts, so developing a
CSR policy is a way of demonstrating your integrity, which can only reflect well on your
customers. In fact, some customers don't just prefer working with responsible

companies, they actually demand it. This is particularly prevalent in the public sectors,
which are expected to set the standard. No surprises then to find that government has
set out its ambitions for Corporate Social Responsibility already.
Some examples of CSR innovation are below:

Molson Coors Canada

Its difficult for a company that sells alcohol to look particularly socially
responsible. However, Molson Coors Canada has used CSR to enhance its
image, investing more in responsible drinking education than it does on actual
alcohol related events. They have reached out to the community by being the
founding sponsor for 'Taxi Guy', which offers a safe ride home for those who've
had one too many, and they've also covered the cost of public transport on New
Years Eve.
Baldrige Criteria
About the Baldrige Excellence Framework
The Baldrige Excellence Framework empowers your organization to reach
its goals, improve results, and become more competitive.
A Systems Perspective
The Baldrige framework helps manage all the components of an
organization as a unified whole, so that plans, processes, measures, and actions

are consistent. The systems building blocks are the Criteria for Performance
Excellence, the core values and concepts, and the scoring guidelines.
The Baldrige framework is based on core values and concepts that
represent beliefs and behaviors found in high-performing organizations:

1988 Criteria
Public responsibility was
focused

2003 Criteria
"Social Responsibility"

1994 & 1995 Criteria

Leadership as a
corporate citizen entails
influencing other
organization"

1992 Criteria
Articulation of one of the
10 Core Values &
Consept:
Public Responsibility

1993 Criteria
"Beyond mere
compliance"

In Baldriges 1988 Criteria public responsibility was focused narrowly on

mechanisms used for external communication of information concerning
corporate support of quality assurance or improvement activities outside the
company.
Over the next several years, the criterion above was expanded into
including how the company extended its quality leadership to the external
community.
In Baldriges 1992 Criteria it is the year where Baldrige Program first
articulated its Core Values and Concepts, one of the initial ten (10) core values
was Public Responsibility.
In Baldriges 1993 Criteria the core value introduced the notion of
treating local, state, and federal legal and regulatory requirements as areas for
continuous improvement beyond mere compliance.
The Criteria was further expanded upon in 1994 and 1995 with the
statement: Leadership as a corporate citizen entails influencing other
organizations, private and public, to partner for these purposes. For example
individual companies could lead efforts to help define the obligations of their
industry to its communities.

And in 2003 the core value was renamed Social Responsibility, and
more recently Societal Responsibility.