Global Agenda Council on New Models of Leadership 2012-2013
Society in general is experiencing a change in leadership dynamics and redefining what it takes to flourish as a leader. Significant demographic and societal changes, fundamental technological advances and continuous globalization, as well as complex multistakeholder issues and resource scarcity define this emerging context. Leaders who want their organizations to survive and thrive must adjust their thinking and behaviour.
These changes are opening up a new area of leadership framed by tensions and balances. This space can be defined by a leader’s main sense of purpose, which can be described in three ways: through the emotional capacity of the leader (values, courage, self-awareness, authenticity); by intellectual and cognitive development (creativity, innovation, world view, systems thinking); and by the extent and depth of social relationships and networks (community building, alliances, collaboration, virtual worlds).
Leaders need to productively develop a combination of these skills and qualities to be successful. In doing so, many will have to abandon previous behaviours and ways of thinking, since strategies that previously proved successful may no longer be effectual in the future. Unless organizations actively modernize their leadership style, they could fall behind in areas requiring innovation, effective globalization and the ongoing search for talent. This scenario would result in organizations being unsustainable and unequipped to face future challenges.
- The global balance of power
- Cognitive skills to understand two escalating problems: climate change and resource scarcity
- Struggles to find talent
- The pursuit of space for individualization
- The use of technology to innovate and push boundaries
“The essence of leading profound change is about shifting the inner place from which a system operates: the source and structure of the social field — that is, the source from which our actions come into being."
Otto Scharmer, Senior Lecturer, Organization Studies, MIT – Sloan School of Management, USA
Forbes Global CEO Conference
21-23 October 2012
International Conference on Management, Leadership and Governance
7-8 February 2013
Global Leadership Summit
20 May 2013
London, United Kingdom
The Global Agenda Council on New Models of Leadership aims to explore the elements required to lead organizations and develop viable leadership practices for the future. The Council will examine the nature of relationships, processes, values and behaviours in the new organizational context.
This year’s main Council objective is to move towards a model entitled "Leadership Development that Matters: Education, Corporations and Other Stakeholders". This will be done by:
- Exploring and testing the above model, which outlines the new leadership context, in organizations such as Save the Children
- Exploring and testing the model at the International Human Resources Community that will gather in Geneva, as well as ideas discussed in the Council’s framework
The Council's efforts will focus upon refining and strengthening the model through consultation with the Global Shaper and other Forum communities. It will also seek effective methods to implement the model by influencing and acting on the following fronts:
- Education: by engaging with business schools and proposing targeted changes to their curricula
- Corporations, public and civil society organizations: by engaging with human resource departments and making concrete proposals in the recruitment and evaluation processes
- Collaboration: with the Councils on Education & Skills, Informed Societies, Social Media and the Role of Business, and with the Forum communities of Global Shapers and Young Global Leaders
Research Analyst: Lina Borén, Senior Associate, Global Agenda Councils, email@example.com
Council Manager: Selima Benchenaa, Council Manager New Models of Leadership, firstname.lastname@example.org
Forum Lead: Carsten Sudhoff, Senior Director, Chief Human Resources Officer, email@example.com