Leadership and Collaboration

Transcription

1 Leadership and Collaboration Product Development of Telecommunication Systems Management Helsinki University of Technology

2 Intro the Lecturer Lic.Sc. (Tech.) (Industrial Psychology and Management) Previously eight years in a bank in several development roles (quality assessments, BPR, leadership & management development, measurements developmet, KM, team & work development etc.) Currently researcher and project manager at the Department of Industrial Engineering and Management, and program manager at Exima (Executive School of Industrial Management) PhD student, thesis: Growing as a Leader 2

3 Intro the Lecture The aim of the lecture is to highlight some basic aspects of leadership and collaboration and also consider why it could be useful for an engineer to be interested about oneself as an interactor Point of view is generic rather than telecom specific 3

4 Why should we consider themes of leadership and collaboration? 4

5 Dynamic Business Environment Business context is interconnected, networked and transforming Globalization, de-regulation of industries, technology development, new kind of business structures (networks, partnerships, alliances etc), accelerating speed?, new ethical standards, discontinuities Change of internal structures Networks, projects, dispersed teams, multiple roles of people Dependence on expertise and knowledge, new kind of power structures Transformation is more and more present in everyday life interaction is needed more and more in order to find a ground for collaboration and common understanding a big challenge is how to find enough time and space for interaction 5

6 Functional Organization CEO Planning Accounting Sales Marketing Production R&D Quality HR District 1 Product 1 Plant 1 Project 1 Auditing Administration District 2 Product 2 Plant 2 Project 2 Development Development District 3 Sevices Plant 3 Project 3 Plant 4 6

7 Company D Networked Organization Company B Customers of the customer Project 1 Project 2 Customer 1 Company A Customer 2 Company E Company C Customers of the customer 7

8 Job characteristics of graduated engineers Works in a team or together with others N Percent Almost all the time % About 3/4 of the time % About 1/2 of the time % About 1/4 of the time % Less % Not at all 10 1 % Altogether % Reference: TEK/Toimiva vuorovaikutus avain työhyvinvointiin,

9 Job characteristics of graduated engineers Have to lead others N Percent Almost all the time 75 7 % About 3/4 of the time % About 1/2 of the time % Abouts 1/4 of the time % Less % Not at all % Altogether % Reference: TEK/Toimiva vuorovaikutus avain työhyvinvointiin,

10 Skill requirements of graduated engineers Social skills 52% all the time, 39% often Leadership skills 36% all the time, 27% often Communication, presentation, negotiation skills 44% all the time, 41% often Reference: TEK/Osaamisen kehittäminen vaatii suunnittelua ja panostusta,

11 Experienced training needs of graduated Leadership skills 49% a lot, 43% somewhat Social skills 43% a lot, 47% somewhat engineers Communication, presentation, negotiation skills 44% a lot, 46% somewhat Reference: TEK/Osaamisen kehittäminen vaatii suunnittelua ja panostusta,

12 Should I be interested about myself as an interactor and a collaboration partner?

13 Some reasons for collaborative relationships Focusing on core business, outsourcing Ensuring access to new knowledge/resources Creating flexibility Creating new standards??? 13

14 Some issues in collaborative relationships Collaboration happens between people Contract -> starting point for building of relationship! formal, psychological, Trust building respect, acceptance of partners goals, and difference transparency of processes, creation of common rules communication and knowledge sharing mutual conflict resolution Preparedness to learn and change some own ways of dong things Roles for leading and developing collaboration 14

15 Orientation Who has previous experiences on leadership? As a leader in an organization/ a community/ a club? As a member of an organization/ a team? Who has taken any courses on leadership? Who wants to be/become a leader/manager? Or who is afraid that cannot avoid becoming a manager? What differences there are between good and bad leaders? 15

16 Tasks of leadership... Ensuring awareness of mission/common purpose Why do we (the company/the project) exist Creating a common story and identity Ensuring direction for actions, vision and goals Creating preconditions for action and success Information, knowledge, competences and skills, equipment, empowerment, psychological space, physical conditions and facilities Creation and maintenance of relevant collaborative connections and relationships between people, teams and organizations Decision making Ensuring feedback and criteria for success 16

17 ... Tasks of leadership Making sure that people know their primary tasks and focus their actions and energy towards those taking care of boundaries Taking care that organization can meet internal and external (business) requirements all the time Continuous transformation and improvement Maintaining vitality Meeting emotional energy and channelling it to promote the primary task of the organization 17

18 Some definitions Management vs. Leadership Leading people vs. managing things? Leadership deals with a social process of organizations/communities/societies Leadership is both organizational process and personal capability Management deals with structures, tools, and methods, business knowledge Deeply connected in practice Successful executives/managers handle both aspects 18

19 Nature of leadership... Leadership potential is on individuals but it comes tangible and visible in relations Leadership is contextual, based more on personality than on role Leadership is a relationship and process that proceeds over time Followership is as important as leadership, usually between two persons Preconditions for organization to succeed will be created through leadership A leader works for others, servant leadership Leader must be able to trust other people A leader can not do, know, solve, control everything S/he is dependant on others 19

20 ...Nature of leadership Leadership capability as its deepest is built on self awareness and ability to meet oneself as one is Leadership concern people so ultimately it is responsibility for people As leaders we should be accountable for the people we lead As business executives we are accountable for shareholders 20

21 Challenges for a leader... Standing loneliness, as a leader you can no more share everything with others Balancing roles of an expert and a leader Saying NO, defining and maintaining boundaries Meeting own emotions and those of others Standing and allowing contradictions and differences Maintaining one s neutrality and capability to serve the organization as an resource in conflicts 21

22 ...Challenges for a leader Time management and prioritizing Giving and creating space for others, trusting, Allowing and tolerating success of others, and also accepting failure Realizing one s own influence in an organization Accepting incompleteness Standing to be continuously a model 22

23 Conclusions & Summary Technical knowledge is no longer enough for an engineer, social and economical skills are more and more important as well, even decisive We have an opportinity to develop our social skills in all every day interactions and relationships Development of personal leadership and authority tends to promote happiness generally in life 23

24 Contact Information Helsinki University of Technology Executive School of Industrial Management tel Internet: 24