Dr E Charoux
Becoming a leader in our new 21st century is going to be very different to being a leader in the 1970s, 1980s, or even 1990s. One reaches this inevitable conclusion as one surveys the impressive body of literature and reads statements, opinions, thoughts from the world’s leading executives. The leaders of the future will have to perform seven critical role changes. In Part One of this two-part article, we examine the first four critical role changes. Next week, we’ll examine the remaining three.
Change 1: From ‘Small Picture’ to ‘Big Picture’ thinkers
Since the arrival of Newtonian physics in the 17th century, we have been conditioned into believing that we are able to analyse single parts, this would lead us to the understanding of the whole. This reductionistic and mechanistic way of thinking and acting led, regarding the world of management, to theories like those of Taylor’s scientific management which advocated internal competition, control, predictability and
