Global Executive Leadership Inventory: Facilitator’s Guide, Participant’s Workbook
Manfred F. R. Kets de Vries
THE MOST SUCCESSFUL LEADERS play two roles simultaneously: the first is charismatic; the second is what we might call “architectural.” These two roles—never easy to balance—are all the more difficult to accomplish successfully in the context of a global organization. And for organizational leaders to be effective, these two roles must be aligned. The charismatic role involves visioning, empowering, and energizing—behaviors that direct, inspire, and motivate. The architectural role involves implementing processes to improve organizational design and to acknowledge and reward the contributions of employees. If we look more closely at these two roles, we see that executives of world-class organizations must focus on twelve main tasks: Articulating a compelling vision, mission, and strategy with a multi-country, multi-environment, multi-function perspective, free of gender bias, that connects employees, shareholders, suppliers, and customers on a global scale; § Giving workers at all levels a voice by empowering them through the sharing of information and the delegation of decisions to the people most competent to execute them;
§ Energizing and motivation employees to actualize the organization’s vision of the future;
§ Creating organizational design and control systems to make the guiding vision a reality, and using those systems to make the guiding vision a reality, and using those systems to align employees’ behavior with the organization’s values and goals;
§ Setting up reward structures and giving constructive feedback to encourage the kind of behaviour that is expected from employees;
§ Creating team players, focusing on team effectiveness by instilling a cooperative atmosphere, building collaborative interaction, and encouraging constructive conflict resolution;
§ Making employees aware of their outside constituencies, emphasizing the need to respond to the requirements of customers, suppliers, shareholders, and other interest groups, such as local communities;
§ Inculcating a global mentality in the ranks—that is, instilling values that act as a sort of glue between the regional and / or national cultures represented in the organization; Encouraging tenacity and courage in employees by setting a personal example for taking reasonable risks;
§ Fostering trust in the organization by creating, primarily through example, an emotionally intelligent workforce whose members know themselves and are able to deal respectfully with others;
§ Articulating and modelling the importance of the need for life balance for the long-term welfare of employees; and
§ Paying attention to work, career, life, and health stress issues, and balancing appropriately the various kinds of pressures that life brings.
The purpose of the Global Executive Leadership Inventory is to deepen an individual Leader’s understanding of his or her capabilities in each of these twelve critical areas or dimensions. To accomplish that purpose, the Inventory asks Leaders and their selected Observers to respond to one hundred questions, each of which is designed to measure the Leader’s competence in one of the twelve dimensions: Visioning Empowering Energizing Designing and Aligning Rewarding and Feedback Team Building Outside Orientation Global Mindset Tenacity Emotional Intelligence Life Balance Resilience to Stress
Global Executive Leadership Inventory (GELI) is an in-depth development tool that offers guidance for understanding your leadership abilities and shows you how to take steps to improvement. The Inventory consists of 100 action- and behavior-based questions that are designed to measure your competency within the twelve areas. The Inventory includes an effective self-assessment tool as well as a 360-degree component that allows you to obtain feedback from subordinates, colleagues, and superiors. Once the assessment is completed and scored, the Participant Workbook guides you through the feedback and helps to create a development plan. As a result of the GELI process, when you complete this Workbook you will be able to:
§ State advantages of and concerns about 360-degree feedback
§ Identify twelve key characteristics of successful global leaders
§ Evaluate your strengths and weaknesses on each of the twelve key characteristics
§ Develop an action plan that specifies what you will do to improve your leadership competencies
About the Author – Manfred F.R. Kets De Vries is the director of INSEAD’s Leadership Centre, as well as a consultant on organisational design/transformation and strategic human resource management to leading US, Canadian, European, African, and Asian companies. As an educator and consultant he has worked in more than thirty countries. He brings a different view to the much-studied subjects of leadership and the dynamics of individual and organisational change. He probes the interface between international management, psychoanalysis, psychotherapy, and dynamic psychiatry. Kets De Vries holds the Raoul de Vitryd’Avaucourt Chair of Leadership Development at INSEAD, Fontainebleau, France & Singapore. He is the director of INSEAD’s Global Leadership Centre and programme director of INSEAD’s top management programme, “The Challenge of Leadership: Developing Your Emotional Intelligence”. He has held professorships at some of the most prestigious institutions in the world. The Financial Times, Le Capital, Wirtschaftswoche, and, The Economist have judged Manfred Kets De Vries one of Europe’s leading management thinkers. Kets De Vries is the author, co-author, or editor of 20 books, including The New Global Leaders and The Leadership Mystique. His books and articles have been translated into sixteen languages. In his spare time he can be found in the rainforests or savannas of Central Africa, the Siberian taiga, the Pamir Mountains, or within the Arctic Circle.
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