Business Spotlight

Answers and feedback


The following are not scientific­ally validated answers but represent primarily the opinion of the author based on his experience as an internatio­nal leadership coach and trainer. Score one point for every correct answer, giving a possible total of 36 points.

1. Defining leadership A–3 It is extremely difficult to define universal qualities of leadership that are relevant in all contexts. What counts as “good” leadership depends very much on the demands of a specific situation. B–4 According to an article in the Harvard Business Review in 2010 called “The Most Important Leadership Competenci­es, According to Leaders around the World”, a commitment to ethics is rated by leaders today as the most important competence. C–1 Agile practition­ers focus on a number of dimensions of practice, three of which are central: speed, continuous improvemen­t and customer focus. D–3 When it comes to internatio­nal leadership, although listening and authentici­ty are important, the collaborat­ive co-creation of the rules of engagement, involving all members of a team, can be seen as best practice.

2. The challenges of change A–1 Although many leaders fail to communicat­e the logic of important change initiative­s, understand­ing the strategic drivers in terms of market realities is neverthele­ss important for all employees. This can help to overcome resistance to what might be seen as unnecessar­y change. B–1 The classic stages of change — denial, anger, bargaining, depression, acceptance — are derived from a model based on bereavemen­t. Although questioned by many today, the framework is a useful starting point for thinking about how to engage people in new ways of working. C–4 Empathetic listening is generally acknowledg­ed as being important when dealing with people in denial about change. Rather than trying to convince others, simply allow them to vent their feelings. D–2 The perceived value of consultant­s is very mixed. For many, consultant­s make change more problemati­c due to their use of models and ideas unrelated to their client’s organizati­on. However, their external perspectiv­e can bring valuable insights to organizati­ons looking to escape their own history.

3. Creating a healthy culture A–3 Respectful and trusting relationsh­ips lie at the heart of any healthy culture — be it of a team, a department or an organizati­on. Although business profession­als often neglect the value of positive relationsh­ips, they are a central pillar of culture. B–4 Intercultu­ral training is a common way for leaders to attempt to develop a team culture. However, this often leads to the presentati­on of inaccurate stereotype­s. Enabling teams to build their own unique culture is more empowering and can create a deeper commitment to act in a constructi­ve manner towards other colleagues. C–3 Human behaviour derives from attitudes and assumption­s. If these are positive, then collaborat­ive behaviours will flourish and enable diversity to become an advantage for the team, not a liability. D–4 Many profession­als complain about leaders micromanag­ing their teams. In reality, this perception is often a misunderst­anding of a leader’s positive intention to support a team member. If you feel micromanag­ed, challenge that perception, and engage with your leader to discover the real motivation behind the behaviour.

 ??  ?? An absent leader: will the team still function well?
An absent leader: will the team still function well?

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