Leadership with Synercube: A dynamic leadership culture for excellence

245 Pages·2016·2.769 MB·English

by  Anatoly Zankovsky, Christiane von der Heiden (auth.)

Anatoly
Zankovsky
Christiane
von der
Heiden
Leadership
with Synercube
A dynamic leadership
culture for excellence
Leadership with Synercube
ThiSisaFMBlankPage
Anatoly Zankovsky (cid:129)
Christiane von der Heiden
Leadership with
Synercube
A dynamic leadership culture
for excellence
AnatolyZankovsky ChristianevonderHeiden
PsychologischesInstitut SynercubeGmbH
Moskau,TheMoscowArea Leverkusen,Germany
Russia
TranslationfromtheGermanlanguageedition:LeadershipmitSynercube.Einedynamische
Fu€hrungskulturfu€r Spitzenleistungen.#Springer-Verlag Berlin Heidelberg2015
ISBN978-3-662-49051-8 ISBN978-3-662-49052-5 (eBook)
DOI10.1007/978-3-662-49052-5
LibraryofCongressControlNumber:2016940849
#Springer-VerlagBerlinHeidelberg2016
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Foreword
When, in July 2013, a Boeing of an Asian airline crashed while approaching for
landing in San Francisco, experts quickly reached a mutual conclusion: the main
cause of the disaster was the communication and leadership culture inside the
cockpit. Analysis of the recordings from the cockpit made clear that while the
team of pilots was acutely aware of the danger in hand, the situation was not
resolvedusinganyteammanagementmethodsthatinvolvedthefullandoptimum
use of the available human resources. Instead, the chief pilot opted to apply a
unilateral style of leadership based on the principle of order and obey—in other
words, “top-down” communication, a leadership behaviour which is common
practiceinmanyAsiancountries.
ThecrashinSanFranciscoconfirmsthefindingsofastudyconductedbyaircraft
manufacturerBoeingthat,asfarasairplanecrashstatisticsareconcerned,countries
whereamoreauthoritarianleadershipstyleprevailsareoverlyrepresented.
These findings indicate that even in the highly technified world of aviation,
cultural factors play a conspicuous role. Notable studies (GLOBE, HOFSTEDE,
THOMAS, TROMPENAARS) have revealed how diversely the culture factor
affectshumanbehaviour.Thisexplainswhyculturalstudiesarebecomingincreas-
inglymoresignificantinbehaviouralscience.
Zankovskycan becreditedwithhavingmadethe culturephenomenonafertile
subjectfieldforleadershiptheory.
In his capacity as professor of social psychology at the renowned Russian
Academy of Sciences in Moscow and through various research visits to Germany
andJapan,Zankovskyhasdevoteddecadesofhistimetothetheoryandpracticeof
leadershipbehaviour.Healsohaslong-termexperienceinleadershiptraininginan
internationalcontext.
TheleadershiptheorydevelopedbyZankovskyisbasedonthegroup-dynamic
approachconceivedbyBlake/Mouton,whodevelopedatwo-dimensionalmanage-
rialgridmodelinthemiddleofthelastcentury.Thismodelinvolves“concernfor
results” and “concern for people” as the core leadership dimensions, with their
respectivecharacteristicsrepresentedinabehaviouralgrid.
HisextensiveempiricalresearchledZankovskytoextendthistwo-dimensional
behaviouralgridtoincludea“concernforculture”dimension,therebyturningthe
managerialgridintotoaSynercube.
v
vi Foreword
Leadershipisthree-dimensional.Thisisthequintessenceofthenewleadership
modelthatenablesdiverseleadershipprocessestobecomemoretangiblethanever
before.
Moreover,extendingtheleadershipdimensionstoincludetheculturefactorhas
paved the way for new approaches when analysing and describing leadership
behaviour in an intercultural context. Thus, the leadership theory developed by
Zankovsky also represents a far-reaching approach for Intercultural Management,
a field that is gaining in significance given the increasing interconnectedness
oftoday’sinternationaleconomies.
TheSynercubeisatthecoreofacomprehensivetrainingsystem,whereorienta-
tion towards results, people, as well as values and culture are imparted as central
leadershipfeatures.
Not withoutgood reason, leadership psychology is considered tobe one of the
most complex areas of modern social psychology. With his three-dimensional
approach, Zankovsky has contributed greatly to the development of leadership
theoryandthereforedeservesourgratitudeandappreciation.
Osnabrueck,Germany Hans-WolfSievert
16October2014
Contents
1 LeadershipinaChangingWorld. . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1 Leadership:Past,Present,andFuture. . . . . . . . . . . . . . . . . . . 1
1.2 HowIstheWorldChanging,andWhatAboutMe?. . . . . . . . 3
1.3 LeadershipandOrganizationalChanges. . . . . . . . . . . . . . . . . 4
1.4 TheOrganizationasaContinuousContradiction. . . . . . . . . . 6
1.5 PowerastheBasicOrganizationalProcessforResolving
ConflictsandContradictions. . . . . . . . . . . . . . . . . . . . . . . . . 7
1.6 LeadershipasanOptimalWayofOvercomingBasic
OrganizationalContradictionswiththeHelpofPersonal
PowerSources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.7 FromtheDialecticsofConflictTowardstheDialectics
ofCooperationandCompetition. . . . . . . . . . . . . . . . . . . . . . 11
1.8 EducationbyOvercomingaConflict(Diagogics). . . . . . . . . . 13
References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2 Synercube:AScientificTheoryforShapingEfficient
OrganizationalRelationship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
2.1 TheOrganizationasanOpenSystem. . . . . . . . . . . . . . . . . . . 19
2.2 ParadoxesandMysteriesofTeamwork. . . . . . . . . . . . . . . . . 20
2.3 OrganizationalInteractionMechanisms. . . . . . . . . . . . . . . . . 24
2.4 ManagementToolsintheSearchofGroupEfficiency. . . . . . . 26
2.5 FromGrouptoOrganizationalLeadership. . . . . . . . . . . . . . . 28
2.6 OrganizationalLeadership. . . . . . . . . . . . . . . . . . . . . . . . . . . 29
2.7 OrganizationalLeadershipandCorporateCulture. . . . . . . . . . 30
2.8 LeadershipTypology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
2.9 StabilityandFlexibilityofSynercubeStyles. .. . . . . . . .. . . . 42
2.10 SynercubeCoordinatesasaBasisforOrganizationalActivity
Efficiency. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
3 SynercubeCultureandCooperationSkills. . . . . . . . . . . . . . . . . . 49
3.1 NewCorporateCulture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
3.2 CorporateCultureandCooperationSkills. . . . . . . . . . . . . . . . 51
3.3 ConflictResolutionastheBasisforSuccessfulInteraction. . . . 53
vii
viii Contents
3.4 CommunicativeCompetence. . . . . . . . . . . . . . . . . . . . . . . . . 59
3.5 ActivePositioning. . .. . . .. . . .. . . .. . . .. . . .. . . .. . . .. . 65
3.6 Decision-making. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
3.7 ConstructiveCritique. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
3.8 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
4 Style7.1(cid:1):Dictator(ToHeadandtoRule). . . . . . . . . . . . . . . . . 79
4.1 BasicFeaturesofthe7.1–Style. . . . . . . . . . . . . . . . . . . . . . . 79
4.2 The7.1–StyleinCollectiveCooperation. . . . . . . . . . . . . . . . 81
4.3 TheI-ZONEandthe7.1–Style. . . . . . . . . . . . . . . . . . . . . . . 82
4.4 7.1–CultureandValues. . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
4.5 7.1–CultureandPower. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
4.6 CooperationSkillsofthe7.1–Style. . . . . . . . . . . . . . . . . . . . 86
4.7 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
5 Style7.1+:Paternalist(ToAssignandtoManage). . . . . . . . . . . . 95
5.1 BasicFeaturesofthe7.1+Style. . . . . . . . . . . . . . . . . . . . . . . 96
5.2 The7.1+StyleinCollectiveCooperation. . . . . . . . . . . . . . . . 98
5.3 TheI-ZONEandthe7.1+Style. . . . . . . . . . . . . . . . . . . . . . . 100
5.4 7.1+CultureandValues. . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
5.5 7.1+CultureandPower. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
5.6 CooperationSkillsofthe7.1+Style. . . . . . . . . . . . . . . . . . . . 105
5.7 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
6 Style1.7(cid:1):Adulator(CompliantandAgreeable). . . . . . . . . . . . . 113
6.1 BasicFeaturesofthe1.7(cid:1)Style. . . . . . . . . . . . . . . . . . . . . . 113
6.2 The1.7(cid:1)StyleinCollectiveCooperation. . . . . . . . . . . . . . . 114
6.3 TheI-ZONEandthe1.7(cid:1)Style. . . . . . . . . . . . . . . . . . . . . . 116
6.4 1.7(cid:1)CultureandValues. . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
6.5 1.7(cid:1)CultureandPower. . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
6.6 CooperationSkillsofthe1.7(cid:1)Style. . . . . . . . . . . . . . . . . . . 119
6.7 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
7 Style1.7+:Soft-HeartedEnthusiast(Don’tWorry,Everything
WillBeAlright).. . . . .. . . .. . . .. . . . .. . . .. . . . .. . . .. . . . .. . 127
7.1 BasicFeaturesofthe1.7+Style. . . . . . . . . . . . . . . . . . . . . . . 127
7.2 The1.7+StyleinCollectiveCooperation. . . . . . . . . . . . . . . . 129
7.3 TheI-ZONEandthe1.7+Style. . . . . . . . . . . . . . . . . . . . . . . 131
7.4 1.7+CultureandValues. . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
7.5 1.7+CultureandPower. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
7.6 CooperationSkillsofthe1.7+Style. . . . . . . . . . . . . . . . . . . . 136
7.7 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
Contents ix
8 Style4.4–:Formalist(BalancingandCompromising). . . . . . . . . . 143
8.1 BasicFeaturesofthe4.4(cid:1)Style. . . . . . . . . . . . . . . . . . . . . . 144
8.2 The4.4(cid:1)StyleinCollectiveCooperation. . . . . . . . . . . . . . . 144
8.3 TheI-ZONEandthe4.4(cid:1)Style. . . . . . . . . . . . . . . . . . . . . . 145
8.4 4.4(cid:1)CultureandValues. . . . . . . . . . . . . . . . . . . . . . . . . . . . 146
8.5 4.4(cid:1)CultureandPower. . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
8.6 CooperationSkillsofthe4.4(cid:1)Style. . . . . . . . . . . . . . . . . . . 150
8.7 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
9 Style4.4+:Patriot(PrideandPersistence). . . . . . . . . . . . . . . . . . 159
9.1 BasicFeaturesofthe4.4+Style. . . . . . . . . . . . . . . . . . . . . . . 160
9.2 The4.4+StyleinCollectiveCooperation. . . . . . . . . . . . . . . . 161
9.3 TheI-ZONEandthe4.4+Style. . . . . . . . . . . . . . . . . . . . . . . 162
9.4 4.4+CultureandValues. . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
9.5 4.4+CultureandPower. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165
9.6 CooperationSkillsofthe4.4+Style. . . . . . . . . . . . . . . . . . . . 166
9.7 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
10 Style1.1(cid:1):Indifferent(ToAvoidandtoEvade). . . . . . . . . . . . . . 175
10.1 BasicFeaturesofthe1.1(cid:1)Style. . . . . . . . . . . . . . . . . . . . . . 176
10.2 The1.1(cid:1)StyleinCollectiveCooperation. . . . . . . . . . . . . . . 177
10.3 TheI-ZONEandthe1.1(cid:1)Style. . . . . . . . . . . . . . . . . . . . . . 178
10.4 1.1(cid:1)CultureandValues. . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
10.5 1.1(cid:1)CultureandPower. . . . . . . . . . . . . . . . . . . . . . . . . . . . 180
10.6 CooperationSkillsofthe1.1(cid:1)Style. . . . . . . . . . . . . . . . . . . 182
10.7 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
11 Style1.1+:Inhibited,Unfulfilled(ToWaitandHope). . . . . . . . . . 191
11.1 BasicFeaturesofthe1.1+Style. . . . . . . . . . . . . . . . . . . . . . . 192
11.2 The1.1+StyleinCollectiveCooperation. . . . . . . . . . . . . . . . 193
11.3 TheI-ZONEandthe1.1+Style. . . . . . . . . . . . . . . . . . . . . . . 194
11.4 1.1+CultureandValues. . . . . . . . . . . . . . . . . . . . . . . . . . . . 195
11.5 1.1+CultureandPower. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197
11.6 CooperationSkillsofthe1.1+Style. . . . . . . . . . . . . . . . . . . . 199
11.7 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204
12 Style7.7(cid:1):Opportunist(ToUseandtoManipulate). . . . . . . . . . 205
12.1 BasicFeaturesofthe7.7(cid:1)Style. . . . . . . . . . . . . . . . . . . . . . 206
12.2 The7.7(cid:1)StyleinCollectiveCooperation. . . . . . . . . . . . . . . 207
12.3 TheI-ZONEandthe7.7(cid:1)Style. . . . . . . . . . . . . . . . . . . . . . 208
12.4 7.7(cid:1)CultureandValues. . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
12.5 7.7(cid:1)CultureandPower. . . . . . . . . . . . . . . . . . . . . . . . . . . . 210
12.6 CooperationSkillsofthe7.7(cid:1)Style. . . . . . . . . . . . . . . . . . . 212
12.7 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218