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level: Week 6 (Leadership and Human Capital)

Questions and Answers List

level questions: Week 6 (Leadership and Human Capital)

QuestionAnswer
4 leadership styles in regards to alignment and empowerment?-Autocracy through ''Autocratic/Centralized Leadership'' (needed in times of stress/pressure-alignment is high) -Abdication through ''Democratic Leadership'' (needs to be avoided-alignment and empowerment is low) -Chaos through ''Laissez –faire Leadership'' (alignment is low) -Leadership ''A distributive leadership'' (GOOD BALANCE of alignment and empowerment)
How to pick the correct leadership style?Focus not only on external challenges, but internal (Human Capital) challenges
What is the Human Innovation Challenge ''paradox'' a leader needs to be aware of?-The external challenge: an alarming shortage of innovation capacity Paradox: -We are using 10-30% of our corporate explicit knowledge -70-90% we are partly (implicit) or not actively using and/or sharing (tacit)
Leadership is playing a significant role in knowledge process. What is the process of Organizational knowledge creation?Sharing, Creating and Capturing -> ''making available and amplifying knowledge created by individuals''
What is the SECI quadrant (for tacit and explicit knowledge)?socialization-externalization->combination->internalization
What are the 2 leadership dimensions in knowledge creation?-Centralized leadership -Distributed leadership
In the Theoretical framework of leadership in knowledge creation there are three layers, which ones?-Informal Core Activity Layer -Conditional Layer Formal structural Layer
In the -Informal Core Activity Layer: A Distributed Leader enables the transforming of BA within the SECI process. What does BA stand for?Cultural, social and historical; and physical, virtual and mental. -> Allows participants to interpret information and create meanings across time and space
A Distributed Leader also mobilizes KA necessary for transformation. What does KA stand for, and what does it result from?KA=Knowledge Assets, results from the SECI process and needs to be captures and validated
Moving out to the Conditional Layer and Centralized Leader, what happens here?BA (cultural, social, historical; physical, virtual and mental knowledge) is BUILT by shaping/conditioning/controlling for interplay between Ba, KA & SECI
Finally, in the formal structural layer..?Allocating resources, defining organizational forms, developing knowledge vision, formulating strategies, goals knowledge creation, controlling & monitoring
To enable strategic agility, paradoxical leadership is required. What are the capabilities of strategic agility?-Strategic sensitivity (Being alert, integrate new possibilities, Learning process, to let go, Ideas from top & bottom) -Leadership unity (Bold & fast decision making, Demo strong commitment top, Collectivity, convergent thinking) -Resource fluidity (Raises stability-change tensions, Requires change, switching, novelty, Taking full advantage of resources)
Strategic Agility depends on leader’s responses to competing demands. Mention 3 examples of competing demands- Identify solution levering synergies & distinctions of the opposite elements (PARADOX) -Selecting the option that maximizes advantages and limits disadvantages (TRADE-OFF) - Blend options into single, new alternative that leverages aspects of each opposing element (COMPROMISE)
How to become a paradoxical leader?-Value Paradoxes as ingredient of high performance -Proactively identify and raise tensions (Share diverse perspectives) -Avoid the traps of anxiety & defensiveness (Build comfort & confidence) -Consistently communicate a both and vision (Embrace both aspects of the tension) -Separate efforts to focus on both sides of a paradox (focus on its different elements)
In Entrepreneurial Leadership, there are 3 types of capital to develop. Which ones?-Human Capital -Social Captial -Institutional Captial
Define development of Human Capital-To enhance human capital in terms of knowledge, skills and capabilities -Gaining an overall view of the business
Define development of Social Capital-Peer-to-peer relationship -Bridging social capital
Define development of Institutional Capital-Replicating the conditions of confidentiality, sharing and trust -Institutionalizing and formalizing the opportunity of developing a peer support community