Individual Leaders
Leadership Teams

Leadership means constant movement – interacting, communicating, optimizing developments and processes. This movement’s vivacity determines the leadership dynamics of an individual executive.

21st century leaders need to clearly grasp the dynamics that govern their own interactions, collaboration, relationships and communication – as well as of those in their circle of influence (work environment). Grasping this dynamic element of leadership enables managers to positively impact the success dynamics within their turf.

It’s the drive to continuously improve work and leadership dynamics that determines managers’ (and the organization’s) effectiveness in dealing with:  customers and clients; the matrix and its respective bosses; peers, team members and associates; as well as with the media. Enhanced dynamics of managers/teams regularly have a great impact on careers and productivity levels of entire organizations.

The Dynamics of Individual Leaders

Amid the great intensity and speed of today’s corporate life – both intriguing and at times taxing – leaders clearly require high levels of positive, personal dynamics. The overall vitality in their actions, communication and interactions strongly affect business results as well as the momentum of contributions in/of their environment.

Increasing one’s genuine knowledge of HOW to reach and healthily sustain more elevated levels of personal energy is undoubtedly a prized asset for 21st century leaders. Knowing how to spread that energy constructively corresponding to one’s particular career phase is equally valuable.

There are 5 forces in a leader’s personal dynamics: mentalemotional and physical energy – which in turn determine an individual’s relational energy (relationship dynamics). All four build on the quality of the leader’s authenticity. In a little more detail:

  • 3 basic pillars of personal energy: (1) mental vigor, (2) positive emotionality, and
    (3) physical stamina determine an executive’s overall drive and vitality. How well the three interface is decisive. Each of them can be modified via a multitude of components.
  • Relationship dynamics: leaders need to realize how their drive and style affect important others. And then know how to improve that effect. This will determine an executive’s relational energy.
  • Authenticity: attuning and upgrading all above components fed by how much congenial genuineness a leader is able to develop.

A related newspaper article on a selection of leadership skills: “Five Leadership Qualities Requiring Attention” (PDF).

Interaction Dynamics in Top Teams

Today’s 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 competently all of their skills and assets come together in order to generate results.

When important talent can actually see their top management move along in mutually attuned ways, it usually has a considerable impact on their overall motivation, productivity and loyalty. Creating such in-sync-ness or co-spirit at the top of an organization is as profitable as it is a demand of our times.

Therefore, a team’s ability to establish positively synchronized dynamics at the top of an organization is crucial. It usually triggers a cascading effect into the organization. Without any doubt, a competitive 21st century organization and its leadership team have to find ways to:

  • Optimally bring together the various talents of individual executives.
  • Generate highly productive synergetic thinking and interaction between its leaders – on a regular basis.
  • Establish a debate culture that can make best use of multiple, smart and valid viewpoints – and thrive on them without unnecessary conflict dynamics.