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The Fourth Industrial Revolution signals a sea change in the way we lead our organisations. Moving away from relational leadership and horizontal, organisationally-led development, it is imperative that business leaders are able to adapt to more networked organisations and shift away from dated assumptions of positional power. Constructing Leadership 4.0 breaks new ground by explaining the urgent challenges facing managers and business leaders. It will teach you how to: Approach leadership development as a system rather than a programme Develop an organisational ecosystem to support leadership 4.0 Build collaborative networks Cultivate a responsive mindset through sensemaking Use non-classroom based learning methodologies for educating leaders Rooted in leadership development methodology and underpinned by cutting-edge research, this book calls for businesses to cultivate responsive leaders through a theory of connectivism and swarm intelligence that reflects the coming cybernetic revolution.
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CONSTRUCTING LEADERSHIP 4.0 Swarm Leadership and the Fourth Industrial Revolution Constructing Leadership 4.0 Richard Kelly Constructing Leadership 4.0 Swarm Leadership and the Fourth Industrial Revolution Richard Kelly Leadership Issues Kent, UK ISBN 978-3-319-98061-4 ISBN 978-3-319-98062-1 (eBook) https://doi.org/10.1007/978-3-319-98062-1 Library of Congress Control Number: 2018959225 © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2019 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. Cover illustration: Mehau Kulyk / Science Photo Library This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland To my father … Preface For a significant period of time now, I’ve been teaching organisational leaders tools, strategies, and techniques that, frankly, I don’t believe work. For nearly half a century, we have recruited leaders direct from universities, assessed them for their leadership potential using US military techniques dating back to the mid-1900s, put them to work as managers, forced them through pipelines, pyramids, and frameworks, and packed them off to exclusive residential retreats to teach them charisma and how to influence people. After globally spending a reported 50–60 billion dollars a year on all of this, we are left scratching our heads wondering why so many of our emerging leaders don’t quite live up to their leadership potential. This situation has ari