個案總覽

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 1 offers a background on the idea of velocity as the "speed of now." The business environment is more complicated than ever. Leaders have to deal with various stressors, such as globalization, economic shifts, and technological advancement. The world is in a state of "now," instant access and response. Businesses are under more scrutiny from various stakeholders. Leaders need to be able to keep up with this fast-paced, more demanding environment. This chapter discusses two challenges shaping leadership today: the need to deal with a growing set of paradoxical demands and the pace of "disruptive change" that speeds up the interaction of these demands and increases pressure on businesses to adapt. Change does not necessarily come naturally in many companies; consistent and persistent leadership intervention is essential. However, leaders can rise to the challenge and greatly benefit from these unprecedented changes in workforces and organizational structures.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. This chapter explores the idea of vision, a trait that can separate good leaders from average ones. Leaders as visionaries are those who are inspired and motivated by an organization's potential and who work to get all stakeholders on board. Specific characteristics of leaders as visionaries are explored, including being future oriented, inclusive, and active. Various other personal traits are described in depth. Visionary leaders have three main roles: seeing the world differently, helping others to see the vision, and turning that vision into reality. They see into the future and therefore are willing to go first, take risks, and have the conviction to offset doubters. They need to be able to create a compelling vision, communicate it effectively, and lead its execution.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 7 explores how the leader can be a catalyst for change. Leaders inspire others and convince them change is needed, then lead the execution of those changes; however, continuous change can increase employee stress. Effectively leading change means following best practices from creating the change vision, communicating effectively, mitigating risk, and controlling the by-products, such as employee stress. This chapter looks at what drives change and how change looks at a practical level. How to be an effective change agent is also discussed; essential traits of change agents are outlined, including optimism, resilience, and empathy. Being adaptive and flexible is also essential to being an effective change agent. Several best practices for leading change are explored. The "three Cs" for effective change leadership are also introduced: communication, collaboration, and commitment. Beyond these three Cs, this chapter offers a new change framework, "C6." These six Cs include communication, collaboration, confidence, cohesion, climate, and conversion.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 12 offers a summary of how leadership has changed in recent years. The ten competencies outlined throughout the book are suggestions on how to effectively lead in these fast-paced times when everything seems to be out in the open. Leaders need to be effective communicators, embrace differences, produce results, create processes for sustainable success, and participate in recruiting and retaining talent. The best leaders are humble enough to accurately self-assess. They confront their own competencies, seek feedback, delegate, and empower those around them. Ultimately, leaders should be life-long learners and continuously challenge their leadership assumptions, practices, and behaviors.