Leadership is constant movement and optimization in terms of e.g. action, interaction, processes and behavior.

Dynamics is our term for the innate qualities of that significant, constant movement. 21st century leaders need to understand the very dynamics that govern effective communication, interaction and collaboration. They continuously determine e.g. one’s own energy levels as a leader; as well as how effective the exchanges are that one has with team members, peers, customers/clients, boss(es) and the media.

The Dynamics of Individual Leaders

The dynamics of individual leadership

Given the great intensity of today’s business life – sometimes intriguing, sometimes a bit taxing – leaders clearly require high levels of personal drive. Their comprehensive vitality in action, communication and interaction strongly affect their business environment – positively or negatively so. How to reach elevated energy levels and how to healthily sustain them during a great variety of scenarios/challenges – increasing such know-how is highly valuable for 21st century leaders.

We see the following as core in practical contexts:

  • 3 basic pillars of personal energy determine an executive’s overall drive and vitality over time: mental vigor, positive emotionality, and physical stamina. How well they interface is decisive. How well-linked they are with one’s own authenticity is key.
  • Affecting others: A leader needs to realize how his or her style and drive affects important others (positively or potentially not so positively). And then know how to modify/refine that effect while remaining loyal to one’s – consciously developing – authenticity.
  • Relationship dynamics: Based on the above two points it is highly promising to focus on bringing one’s relating game up a few notches.

Here’s a Lauda newspaper article on selected leadership skills: “Five Leadership Qualities Requiring Attention” (PDF).

The Dynamics of Leadership Teams

Interaction dynamics in top teams

Central to a company’s productivity is the quality of interaction among its members. The most influential factor is how effective the dynamic interface and shared intelligence between its leaders is.

Organizations tend to hire top executives with enormous talent and proven performance records. Yet at the end of the day it is the chemistry among board members that decides how capably all of their skills and assets come together in order to generate real results. The outcome of this chemistry will ultimately influence not only leadership teams but also vast areas of the organization itself. This can have great impact on the company’s overall performance over time.

Therefore, it is crucial to establish synchronized dynamics at the top levels of an organization in order to have a strong and productive cascading effect.

Without any doubt, a competitive 21st century organization and its leadership team has to find ways to:

  • Generate highly productive dynamics of synergetic thinking and interaction between its leaders.
  • Optimally bring together and merge the various talents of individual executives with those of others.

This allows leadership circles to really (not just theoretically) end up in the famous state of being far greater than the sum of their parts.