Leadership is constant movement and optimization in terms of action, interaction, processes and renewal. Dynamics is our term for the innate qualities of that significant movement.

21st century leaders need to grasp the very dynamics that govern the effectiveness of their interaction, collaboration and communication. And also grasp the dynamics that govern their immediate and further environment. That enables them to positively impact those.

These dynamics continuously determine how effective managers are and the organization is in dealing with:  customers/clients, (matrix) bosses, peers, team members and associates as well as with the media. Success in this area has in turn a great impact on individual careers and also on the productivity levels of entire organizations.

The Dynamics of Individual Leaders

Amid the great intensity of today’s corporate life – both intriguing and at times taxing – leaders clearly require high levels of positive drive. The overall vitality in their actions, communication and interactions strongly affect business results and the momentum of contributions in their environment. Increasing one’s genuine know-how of HOW to reach and healthily sustain more elevated levels of personal energy and how to spread them during ever new challenges– that is undoubtedly a prized asset for 21st century leaders.

There are 5 forces in a leader’s personal dynamics: mentalemotional and physical energy – which in turn determine an individual’s relational energy or relationship dynamics. All four build on the quality of his or her authenticity. Here’s some details:

  • 3 basic pillars of personal energy: mental vigorpositive emotionality, and physical stamina determine an executive’s overall drive and vitality over time. Each of the three is determined by multiple components worth looking into. And how well the three interface is decisive.
  • Affecting others: Leaders need to realize how their drive and resulting style affects important others. And then know how to modify or refine that effect. In other words it’s about how executives can improve their relational vitality.
  • Authenticity: finally it is key how in tune the previous four forces are with a leader’s advanced, winning authenticity .


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

Interaction Dynamics in Top Teams

Corporate talent that  clearly sees their top executives walking largely synchronized pathways will be considerably impacted in their overall motivation and productivity. Creating such in-sync-ness (co-spirit) in top teams cannot be limited to formal demonstrations/gatherings. Rather, it has to also dominate the dynamic interface between its leaders during the more informal, daily collaboration among its members.

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 capably all of their skills and assets come together in order to generate valuable results. The outcome of this chemistry will ultimately influence not only leadership teams but also vast areas of the entire organization and their basic motivation levels and productivity. Needless to say this has great implications for the company’s overall performance, at least in the mid-term.

Therefore, it is crucial that positively synchronized dynamics can establish themselves at the top levels of an organization and can have a strong and productive cascading effect. Without any doubt, a competitive 21st century organization and its leadership team has to find ways to:

  • Optimally bring together and merge the various talents of individual executives with those of others.
  • Generate highly productive synergetic thinking and interaction between its leaders every week of the year.
  • And a debate culture that can utilize and thrive on a variety of smart, valid viewpoints.