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Spotlight
CLC believes that exemplary people and programs should be celebrated. Watch for our stories about:
- Award Winners
- Best Places to Work
- Components used in leadership programs
- Graduates of women’s leadership programs
- Leadership designs and resources
- Male “angels” who are committed to women’s advancement
- Women leaders: both contemporary and historical
Forward us articles for our website — info@courageousleadership.org.
What's Next? The 2007 Changing Nature of Leadership Survey |
August 30, 2007
Andre Martin |
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What's Next? The 2007 Changing Nature of Leadership Survey
A Center for Creative Leadership White Paper
Executive Summary
UPDATE Newsletter August 2007
By: Andre Martin
Contributors:
Phil Willburn
Paula Morrow
Kris Downing
Corey Criswel
Following a successful launch of the groundbreaking Changing Nature of
Leadership (CNL) research in 2003, the Center for Creative Leadership (CCL®)
commissioned a second study on the current field of leadership. The goal: To
examine any shifts in thinking over the past four years and to collect data on
emerging trends important to current and future leaders.
The data was compiled in April 2007 by surveying 1,131 people online. All of the
respondents were either past participants of CCL programs or members of our
online community, myCCL. Results indi-cate that respondents still believe the
definition of leadership has changed over the past five years (76 percent) and
the challenges they face are increasingly complex (91 percent). This study sheds
light on the why and how behind these findings.
HIGHLIGHTS
1. Complex Challenges are Resisting Solutions and Driving the Need
for New Approaches
More than 40 percent of respondents noted that their organizations have been
facing a complex challenge for two years or more, which shows the challenges are
either resisting solutions or morphing into new challenges. Further, these challenges are affecting organizations by forcing leaders to create more innovative
solutions and work more collaboratively.
2. Talent and Talent Development is a Top Priority
When asked to describe the primary chal lenge their organization is facing, respondents placed talent acquisition/talent development at the top (17 percent).
Additionally, 65 percent of respondents believe there will be a talent crisis in the
next five years.
3. To Be Effective in the Future, Leaders Will Need to Develop New Skills
Leaders have a clear view of what skills will be needed to provide effective lead-
ership in the future. The survey shows that future leadership skills will focus on
a number of key characteristics, the foremost being collaboration (49 percent). In
addition, leadership change, building effective teams, and influence without
authority ranked high in terms of leadership skills needed for the future.
4. Collaboration Will Be Important in Sustaining High Performance
Not only was collaboration considered the top skill leaders must develop for the
future, only 30 percent of respondents believed their leaders are skilled collaborrators. Further, when we surveyed a smaller sample of senior leaders, 97 percent said that collaboration was essential to success.
5.Rewarding Leaders in the Future Will Require a New Approach
When asked to compare their current reward systems with one that would be
optimal, some important shifts occurred. First, most organizations currently
reward their employees based almost entirely on making the numbers (33 percent) and individual performance (24 percent). While these two metrics for reward remained at the top of the optimal scenario, developing others, collabo-
ration, and innovation rose significantly.
BACKGROUND
The Changing Nature of Leadership research project began in the
fall of 2003 and explored trends in leadership development, business, and society.
Using an Internet survey to collect data from a wide variety of global leaders, the
2007 analysis focuses on four main areas:
Complex Organizational Challenges
Analyzes the types of challenges facing today’s organizations to better understand
their impact on leadership and work processes.
Future Leadership Approaches
Gains perspectives from leaders on the approaches that will be essential for success in the next five years.
10 Trends
Focuses on the trends that affect leadership and how organizations are reacting
to these trends.
Reward and Recognition
Examines current methods of reward/recognition employed in organizations.
Read the total paper at the Center for Creative Leadership's website- www.ccl.org.
Also read about CLC's Women's Leadership Program at the Program Link on the Courageous Leadership Consortium website. |
Article Derived From: www.ccl.org
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