All 17 entries tagged Leadership
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June 12, 2016
SMEs have certain peculiarities for knowledge transfer. Desouza and Awazu mention a few peculiarities of SMEs Knowledge Learning. While analysing it, it was very interesting for me to be able to relate a few of these to the SME my mother worked for:
Socialisation is predominant for knowledge Learning: The pijama's company was like that. There were no manuals or written procedures to follow. Everything was taught on a social way
Few problems related to knowledge loss: This refers to many SMEs being familiar ones meaning that the leaders of the company are normally also the owners. By this happening it is very difficult that the directors leave the company as its their company. This happened as well, my grandmother, mother or aunt never left the company so the leadership knowledge has gone away. Different to a Large company where the directors can be hired and fired.
Great at exploit external knowledge: As they don't have so many nor strict processes it can be easier to bring knowledge from the outside. Nonetheless, learning knowledge externally can be biased. It the company my mother used to work she was able to bring a lot of external information and apply it but there was always the risk of misinterpreting it :o !
On 1995 Nonaka published on the HBR an article about the Tacit and Implicit Knowledge Cycle.
Nonaka explained that knowledge could be created by a spiral of 4 steps; Socialization, Externalization, Combination and Internalisation. First, during the socialization the individual learns the tacit knowledge that can be via sharing experiences, observing or imitating. Then, there exists an externalization that could be writing the knowledge down, communicating or modeling where it becomes from tacit to explicit. As a third step, there's the combination which means standarizing the knoledge in an Explicit -> Explicit transfer such as making a manual or a product combination. And last happens the Internalization where the knowledge enriches its own tacit knowledge base. The importance is that it keeps as a cycle and doesn't stop.
It may be common that in companies, the employees do not know explicitely this process but it is important that the HR function and leaders do. That they are conscious that their processes are supporting the cycle. By assuring it, they will be able to predict a good knowledge translation in their company from tacit to explicit knowledge.
I worked in HR in three different companies (Nestle, Mercedes Benz and Procter and Gamble) and in none of them I heard ever about this topic. I hope it is because this is spoken like this explicitely on the highest levels, otherwise I would be a bit worried about it. What I want to do for sure is implement it on the next place I work. If I get the consulting job I'm looking for I will try to implement it and explain to my customers as well. Maybe it doesn't need to be exactly with the official names but I can translate it into easier words with examples, something to make it even easier to remember and to apply it.
June 03, 2016
One of the ways to improve the Knowledge Management that our team has found so far is developing an Organisation into a Learning Organisation. A very interesting framework Garvin et al. (2008) is to focus on the following 3 blocks:
1. The environment
2. The Processes
It is important to foucs on the three. For example, if in the future I have the task of transforming a Organisation into a Learning organisation i would focus on the following: (1) First, that the environment of the organisation is psychologically safe, appreciates the differences and is Open to new ideas. (2) Second, that the processes enable the learning by having concrete learning proccesses and practice. And (3) third, I would assure that the leaders of the organisation support this model; Othwerwise it would not work.
Having a Learning Organisation is one of the dreams of ecery HR department. It is extremely difficult to obtain, but at least it is desired, it needs to start somewhere
March 17, 2016
How may I help you? is a question that can be used to describe the general approach of the Leadership Servant Theory. This is when the leader knows that his duty is to support his subordinates and he applies it. He tries to put himself in a place to understand the needs of the situation and his people, what will help him to satisfy their needs.
On my professional I’ve experience both kind of leaders. The one that follows the leadership servant approach and the one that thought that I was her servant. If I think in retrospective and compare how much effort, I would put on the tasks that they allocated me; definitely I would work much harder with the one that always saw the way to help me and how to support me instead of scolding me or punishing me.
March 14, 2016
Are Leaders born or made???
According to the Great Man Leadership Theory Leaders are born. The theory states that leaders are born with traits that someone wouldn't be able to develop if they didn't born with them.
First, that is difficult to accepts because it would state that men are unequal. Secondly, that no matter all the effort you put into, you wouldn't be able to achieve being a leader if you weren't born with it. And third that you were already born with a destiny role, either being a leader or being a follower.
I completely don't agree with this theory plus the fact that there exists no convincing data that supports it makes me believe that it is wrong. I can understand that there are people that have natural traits and dispossession for certain tasks but I do believe that everybody has a chance at it if they work it.
March 06, 2016
I've been thinking during the last weeks what is the relationship between Engagement and Motivation. I think I've found an explanation I can feel confortable with.
Motivation is the propensity to pursue a goal with energy and persistance (Goleman 2004) while engagement I have understood is more of how you feel/act while trying to achieve that goal.
Something that helped me a lot was when a colleague told me he was very motivated to achieve his degree... Never the less he wasnt engaged at all with a module. Therefore his motivation was very high as he had persistance on achieveing his goal but his engagement was very low.
February 21, 2016
2 weeks have passed since MBE B started the Leadership Module. Jesus, it happened so fast. It was a very intensive period, never the less it has been completely worth it.
This module has been completely different from any other. There were no lectures, it was a practical module. We did several exercises that helped us to understand how leadership interacts on teams. Probably, if it had been a module where it was spoken of leadership, instead of living it... The learnings would have been very different. The fist mini project, Leadership's definition, was a great background that allowed us to work on the following weeks according to some theory. This way, we were able to learn by applying knowledge and by doing it this way, learnings have been much more powerful.
Now, its time to start the PMA. The cherry of the Pie what will help us to tie all that knowledge. Im very excited to start it, Let the game begin!