Skip to 0 minutes and 11 seconds So an approach which is quite innovative and novel is the idea of cocreation and cocreating walls and processes within organisational settings. So historically with processes and what’s acceptable and unacceptable behaviour in a workplace this was determined from a top down approach. So senior management and leaders within the organisation would articulate to people across the hierarchy what is acceptable and what isn’t. with With cocreation what we are doing is we are allowing everybody to contribute to what they view is acceptable and unacceptable behaviour and that spreads across actions, behaviours and emotions too.
Skip to 0 minutes and 49 seconds Now the advantage that this can have is that it creates consensus, it removes power dynamics and it allows everybody to have a say in what they feel leads to a successful organisation. It also provides more voices and more experiences and so leaders view organisations and experience organisations in completely different ways to people at the lower levels of an organisation as well. Working in companies and multi nationals where I have come from which is what my background is. It has been very hierarchical.
Skip to 1 minute and 21 seconds You know, if you are the Director of Sales, Director of Marketing, you know, you’re a General Manager you have a team that reports to you, then they have a team that reports to them and so on and so forth you know, and there’s many many levels of management and also workers. Here it’s flat you know, there, like I said before everyone does everything. It’s frenetic. It’s actually the most fun I’ve ever had you know, I do things that I never thought I’d do, that I hadn’t done since I was twenty years old, which was a long long time ago.
Skip to 2 minutes and 6 seconds Its great, I mean, you ask the difference in the management structure, put it this way in a place like this the management structure is very minimal its more about the work outcomes.
The contemporary approach
Dugan and Komives (2010: 115) see contemporary leadership as a ‘dynamic and reciprocal process between people pursing a common goal… it also situates leadership as inherently directed at improving the common goods and grounded in social responsibility’.
Therefore, contemporary leadership is a modern approach to leadership. Shek, Chung and Leung (2015) argued that contemporary leadership has the greatest contributions to offer to today’s business environment as it is varied and accommodates the changing nature and scope of leadership.
We will explore the following types of contemporary approaches:
- Transformational and transactional leadership
- Leader-member exchange approach
- Servant leadership
- Authentic leadership
- Ethical leadership
Dugan, J. P., and Komives, S. R. (2010) ‘Influences on College Students’ Capacities for Socially Responsible Leadership’. Journal of College Student Development 51 (5), 525-549
Shek, D. T. L., Chung, P. P. Y., and Leung, H. (2015) ‘Manufacturing Economy Versus Service Economy: Implications for Service Leadership’. International Journal on Disability and Human Development 14 (3), 205-215