Hvordan Machiavelli fremdeles misbrukes....

Per-Egil Frostmann gjengir en artikkel om Integritet med følgende ingress: Lederskap og makt, eller historien om hvordan Machiavelli fremdeles misbrukes..Husker jeg rett var vedkommende (fra fortiden) nylig i Ukeavisen Ledelse som udødelig lederklassiker..Heldigvis hadde de også med Kierkegaard, som motvekt, han er jo foran oss...i sine perspektiver på integritet,indre styring(selvledelse) og "whistleblowing".Les ham ved anledning.. .





I en helt fersk undersøkelse utført av IMD MBA, Egon Zehnder International og Fast Company, påstås det at hele 72 prosent av administrerende direktører i store selskaper mangler både integritet og etikk. Av de 1655 direktørene som ble spurt blir 79 prosent av CEOs i store selskap beskrevet som "hensynsløse i sin jakt på suksess". Ledere i det offentlige og i mediene fikk enda lavere score. Undersøkelsen viser en avgrunn i topplederes adferd og deres medarbeideres forventninger.

Er det også slik i Norge?

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Per-Egil Frostmanns kommentarer og innspill til dette på et stort seminar i Tønsberg i sommer var bl.a:

"In keeping with their cultural preferences, Scandinavians themselves have shied away from promoting or branding their definition of leadership (with some obvious exceptions such as Jan Carlzon). Management books on the subject do not take up much shelf space in the airports. A group of Swedish and Danish business leaders and academics recently set out to describe the - by definition - vague leadership model and in particular to explore the competitive advantages which it might offer at a national and corporate level (Source: MandagMorgen, 22 June 2004).

According to this research, the cornerstones of Scandinavian leadership are:

• Respect for the individual
  
• A holistic, humanistic and value based approach with a multiple stakeholder focus (e.g. the public/private/voluntary sectors, activist movements, trade unions and employee representatives)
  
• Flat and non-bureaucratic organisations with a high degree of devolved responsibility and accountability - an empowering and enabling environment which stimulates creativity, innovation and collaboration
  
• Trust, care and concern as key values

The report concludes that the Scandinavian leadership style is particularly suited for a post-industrial knowledge economy where success is dependent on collaboration across the value chain, networks and partnerships and the ability to innovate in an environment of high levels of ambiguity and change.

Scandinavian countries already come high on the leadership related elements in international rankings, e.g. Sweden, Denmark and Finland are the three highest ranking countries on ‘willingness to delegate responsibility' in the Global Competitiveness Report from the World Economic Forum.

An obvious question is ‘how well does the model travel'?

 In a book on leadership and management published in 2002, Julian Birkinshaw and Stuart Crainer, state that the success of Scandinavian corporates globally is indicative of the ‘transferability' of the model, as is the fact that the most well-known and successful individual exponents of this model operated outside Scandinavia for most of their corporate career (Examples include: Percy Barnevik (ABB), Jan Leschley (SmithKlineBeecham), Gro Harlem Brundtland (formerly UN), Ingvar Kamprad (IKEA)).

According to Stephen Covey, the traditional hierarchical leadership structure may have been useful in the industrial age, but the model is hopelessly outmoded today.

Instead, Covey says that the flat, democratic, open model preferred by the Nordics are the wave of the future."

2005-09-22 Torny Annina Berg