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TAHIR IQBAL
105
SAMAR ABBAS
101
MUHAMMAD ZESHAN
Ambidextrous Leadership
Top Management Granting Autonomy While staying involved
Seeding the initiative Ensuring internal sponsorship Maintaining Managing external relationship Inducing Change Managing conflict
Middle Management Providing a Vision While Ensuring Execution Line Management Embracing Diversity While Acting Together HR Management Promoting and Enabling Ambidextrous Leadership
Managers Leaders Task complementarily Expertise complementarily Social complementarily Planning and Selection Training and development Performance appraisal and reward systems
3- Maintaining oversight
John made use of several control mechanisms Track the project team progress Daily informal exchange with project leader in CEO office
5- Inducing change
John act as change agent Stepped in several times and align the project plan E.g. COOP`s rival offering Hiring and training more than 70 new employees
5- Inducing change
John replaced various leaders to increase operational expertise Constantly talk to people for smooth transition John stressed that top management actively manages the change
6- Managing conflict
John and his team always try to balance the project team Talk to people who want to be the part of project whom pierre had not selected GE experts give their support to MBudget
1- Managers
Managers are pragmatic and efficiency oriented leaders who seek stability and control Deep functional expertise and establish formal processes Clear target for their subordinates
1- Managers
E.g. Pierre daily 8 am meeting to maintain control over the project activities Pierre constantly reminded the team leaders about deadlines Fast to react and highly data driven
1- Managers
E.g. strong reliance on customer survey data to resolve the post launch operational challenges Stabilize the operations and install more reliable business processes
64
FIZZA KANWAL
Task complementarity
Here leaders divide management responsibility into coherent blocks of task. Five sub team leaders have following functional role: Denial IT Anna Operations Etore Marketing and sales Paul Finance Basil Risk & legal
Expertise complementarity
Here Executives gain training and experience through various position and roles.
At GE Money Bank, different sub team members have distinct functional background , like: Denial had extensive project management expertise Anna Spent her whole career in customer relations operations
Social complementarity
Complementarities can also arise from different leaders personalities. Individual Vary in the way they process information and assumes social context. Moreover, the personalities varied strongly. For example: Denial - dynamic, extroverted & result - driven personality Anna -more supportive, laid back & consensus oriented other possess visionary and realistic goal.
Complementary leadership thus required both complementarities and communalities To facilitate operations To support efficient decision making process To focus everyone on common objectives.
24
QURATULAIN
Secondly, HR provides highly valuable input in leadership team. Here output is diagnostic as it provides granular analysis of how a potential team scores Thirdly, HRs key role is to acquire new talent. In many organizations recruiting is primarily undertaken through job interview. HR department of GE Money Bank rely on action based assessment process
009
MUHAMMAD KASHIF
Conclusion:
Rapidly changing world Ambidextrous: the ability to manage effectively
today while planning & rehearsing the future
Use both right & left hand equally (e.g soccer player) Think beyond the goal
HOW
Mgt & leadership closely intertwined Develop a pipeline of exceptional leadership talent Built strong leadership teams
Thank you: