New Leadership Communication—Inspire Your Horizon (eBook)

Preface 5
Acknowledgements 7
Contents 8
About the Editors 11
1 Introduction: Leadership Tasks, Thinking and Essentials for Effective Leadership Communication 12
1.1 Introduction: Human Leadership View 12
1.2 Why Communication Matters 12
1.3 How Can We Understand New Leadership Communication? 13
1.4 What Makes a New Leader? Leadership Thinking 23
1.5 Essentials of New Leadership Communication 25
Appendix 32
References 33
Part I Inspiring Perspectives on Communication 35
2 Why Should Leaders Prioritize Purpose? 36
2.1 Reevaluating Our “Why of Work” 36
2.2 Work as a Calling 37
2.3 From the Great Resignation to the Great Exploration 38
2.4 Implications for Leaders Today 39
2.5 Conclusion 44
References 45
3 How Leaders Can Be Better Communicators in the Virtual Era 47
3.1 Introduction 47
3.2 Behavioral Implications of Virtual Communication 49
3.3 Advantages of Virtual Communication 51
3.4 Virtual Communication Intelligence 54
3.5 Conclusion 56
References 57
4 New Leadership—Essential Leadership Skills for Interactive Daily Business 61
4.1 Introduction 61
4.2 Understanding New Leadership and Its Challenges 62
4.3 Leadership Communication in Daily Business 64
4.4 Good Leadership Communication in Practice as Part of Interactive Daily Business 68
4.5 Conclusion 71
5 Essential Communication Skills for Emerging Leaders 72
5.1 Introduction 72
5.2 The Future 80
References 82
6 AI-Supported Communication (Models) and the Digitalization of Communication 83
6.1 Artificial Intelligence (AI) and Communication 83
6.2 The Need for New Communication Models (Plans) 87
6.3 Outlook ‘Digitalization of Communication’ 91
References 95
7 Building Trust for Better Crisis Communication: Lessons for Leadership Development 98
7.1 Introduction 98
7.2 The Crisis Management Process 99
7.2.1 Crisis Preparedness 101
7.3 Dialogic Loops 102
7.4 Effective Communication Strategies 104
7.5 The Thrust of Trust 105
7.5.1 Trusted Leadership 106
7.5.2 Emotional Intelligence 107
7.6 Conclusions 111
Biography 112
8 How Companies Succeed in Creating New Values Through Sustainable and Authentic Communication 116
8.1 Introduction 116
8.2 The Social Responsibility of Companies and “Societal Licences” 117
8.3 With Transparency or Authentic Communication? 121
8.4 Three Pillars of Sustainability 126
8.5 Conclusion 129
9 Respect, Dialogue, and Innovation: Creating New Ideas and Solutions by Committing to an Ethical Culture 131
9.1 Introduction 131
References 138
10 Ground Rules for Effective Leadership Communication 141
10.1 Introduction 141
10.2 Clarity Matters 142
10.3 Make It Relevant 145
10.4 Make It Trustworthy 147
10.5 Be Strategic 148
10.6 Conclusion 149
References 149
11 Leadership and Innovation Communication—How Companies Survive, Grow and Prosper 151
11.1 Introduction: Innovation in the Digital Age 151
11.1.1 The Shift from Closed to Open Innovation 151
11.1.2 Which Role Plays Communication in the Open Innovation Economy? 153
11.2 Innovation Communication: A Brief Review 153
11.2.1 Innovation Marketing [Steinhoff and Trommsdorff] 153
11.2.2 Innovation Communication [Zerfass/Nordfos] 154
11.2.3 Integrated Innovation Communication [Bruhn and Ahlers] 155
11.2.4 Word of Mouth Communication (WOM) [Mazzarol] 156
11.2.5 Change/Innovation Communication (Internal) 156
11.3 Innovation Communication as a Strategic Capability 157
11.3.1 Innovation Communication Capability 157
11.3.2 Five Management Principles in Detail 159
11.3.3 Management Framework’ICOM Cap’ (Pfeffermann, 2014a, 2014b) 161
References 163
12 Strategy and Communication in Organizations. Acts Better Than Words 165
12.1 Introduction 165
12.2 Organizational Strategy and Internal Communication 166
12.2.1 Efficiency 166
12.2.2 Learning 167
12.2.3 Engagement 168
12.3 Organizational Strategy and External Communication 170
12.4 Conclusion 170
References 171
13 Effective Top-Management Communication for Consultants and Other Practitioners 173
13.1 Introduction 173
13.2 Communicate Top-Down 174
13.3 Structure Your Insights 177
13.4 Convince with Slides 180
13.5 Reflections on New Leadership Communication 182
References 184
14 Digital Information Overload: How Leaders Can Strategically Use AI to Prevent Innovation Paralysis 185
14.1 Introduction 185
14.2 Using AI to Combat Digital Information Overload 190
14.3 Conclusion 193
References 193
15 New Leadership and the Communication of Social Support 195
15.1 Introduction 195
15.2 Challenges Associated with New Leadership 196
15.2.1 Conceptualizations of Social Support 197
15.3 Why Leader Support “Works” or “Fails” 198
15.3.1 Effective Support 198
15.3.2 Ineffective Support 198
15.4 Leader Considerations When Enacting Support 200
15.4.1 Assessing the Context 200
15.4.2 Interpersonal Dynamics 200
15.5 Conclusion 201
References 202
16 Unleashing Aspirational Capital: Sparking Innovation and Engagement Through Communication 205
16.1 Introduction 205
16.2 Definition of Aspirational Capital 206
16.3 Aspirational Capital in Business 207
16.4 Signs of a Performance Gap in Practice 208
16.5 Aspirational Capital Flows by Communication 209
16.6 Conclusion 212
References 213
17 Ambivalences of Leadership Communication in the Digital Age 215
17.1 Introduction 215
17.2 Rapid Decision Making versus Long-Term Vision 215
17.3 Hierarchy and Collaboration 216
17.4 Trust and Control 217
17.5 Closeness and Distance 219
17.6 Emotion and Rationality 220
17.7 Conclusion 221
References 222
18 Transcendent Communication in the Company: An Indispensable Leadership Competency for Sustainability 226
18.1 Introduction 226
18.2 Keys to Leadership for the Twenty-First Century: Human Motives and Motivation 228
18.3 Reflections on Leadership 229
18.4 Communicative Function and Types of Motives 231
18.5 Communication-Union 233
18.6 Wrap-Up: Communication and Leadership for Sustainability 234
Part II Communicative Perspectives on Innovation, Strategy 236
19 Modern Leadership in Regulation Lessons from Moral Education
19.1 Introduction 237
19.1.1 Problem 237
19.1.2 Question 238
19.2 Educational Vision on Punishment and Morality 239
19.3 Conditions for Punishment in Education 241
19.3.1 Educational Punishment 241
19.4 Moral Communication in Public Regulation 242
19.4.1 Conditions 243
19.4.2 Moral Authority 244
19.4.3 Mutual Trust 245
19.4.4 Love 246
19.4.5 Recognition of Identity 247
19.5 Implications for Regulators 247
References 248
20 Creative Activism: Engaging Intrapreneurs in Organizational Achievement 251
20.1 Introduction 251
20.2 The Four Domains of Organizational Achievement 252
20.2.1 Priorities: Aligning the Organization with Customer Problem Solving 253
20.2.2 People: Emotionally Engaged in Solving Customer Problems 255
20.2.3 Performance: Sustainable Growth Metrics and Identity Building 256
20.2.4 Partners: Customer Commitments Supported by the Ecosystem 257
20.2.5 A Shared Vision of Impactful Customers Problem Solving 258
20.3 The Pathway Towards Creatively Active Leadership 258
20.3.1 Early Phase (Tier 1–2): Risk, Management, and Transparency 259
20.3.2 Developing Phase (Tier 3): Growth, Responsibilities, and Commitment 261
20.3.3 Maturing Phase (Tier 4–5): Experimentation, Fit, and Reversed Leadership 261
20.4 Implications for Company Leaders and Aspiring Intrapreneurs 262
References 263
21 How the Most Future-Ready Companies Innovate and Communicate with the External World 265
21.1 Introduction 265
21.2 How is Mastercard Becoming Future-Ready by Communicating and Innovating with Outside Developers 266
21.3 Does the Financial Market Understand if a Company is Innovating to Become Future-Ready 271
22 The Entrepreneurial Innovation Value Model and the Importance of Entrepreneurial Leadership, Knowledge, and Learning, in Commercialisation 274
22.1 Introduction 274
22.2 The Entrepreneurial Innovation Value Model (EIV) 275
22.2.1 Introduction to EIV 275
22.2.2 The Capabilities Architecture 277
22.3 The Case Studies 280
22.3.1 Case Study 1—Skin Elements Ltd. 280
22.3.2 Case Study 2—Scanalyse Pty Ltd. 283
22.3.3 Case Study 3—Live Technologies Pty Ltd. 286
22.3.4 Case Study Analysis Using the EIV Model 289
22.3.5 The Findings and Conclusion 291
References 297
23 Adaptive Planning for Inclusive Innovation: Creating Communication Spaces for Adopting Digital Government in Peru 302
23.1 Introduction 302
23.2 Theoretical Framework 304
23.2.1 Inclusive Innovation from a Co-evolutionary Perspective 304
23.2.2 Dimensions of Inclusive Innovation 305
23.2.3 Adaptive Planning for Inclusive Innovation 307
23.2.4 Communication Spaces for Inclusive Innovation 308
23.3 Methodology 310
23.4 Results and Discussion 311
23.4.1 Directing Objectives and Actions for Planning Inclusive Innovation 311
23.4.2 Promoting Participation of Different Stakeholders for Adapting the Innovation to Be Inclusive 314
23.4.3 The Governance of Inclusive Innovation Process 315
23.5 Conclusions 316
References 317
24 Crafting Sustainable Strategy from Corporate Purpose: From the Incremental to the Transformational 323
24.1 Introduction 323
24.2 Literature Review 324
24.2.1 Purpose & Communication
24.2.2 Company Culture & Employee Engagement
24.2.3 Stakeholder Involvement 327
24.3 A Strategic Management Perspective 328
24.3.1 Integration of Sustainability and Business Strategy 328
24.3.2 Consistent Management Processes and Cascade of Objectives and Feedback Mechanisms 329
24.3.3 Linking Rewards to Sustainability Implementation 330
24.4 Summary Conclusions of Literature Review 330
24.5 Operationalising Purpose, Sustainability and Agency: Consequences for the Strategy Approach 331
24.5.1 Introduction to Operationalising Purpose 331
24.5.2 Examples of Sustainable Strategy Tools 331
24.6 Sustainable Strategy Map 333
24.6.1 Sustainable Portfolio Development 337
24.6.2 Sustainable Value Chain Analysis 337
24.7 Conclusions and Perspectives for Future Research 343
24.7.1 Conclusions 343
24.7.2 Perspectives for Future Research 344
References 344
25 Strengthening the Organization from the Inside Out: Identifying Workplace Problems to Build and Sustain Employee Motivation 348
25.1 Introduction 348
25.2 Establishing Organizational, Business, and Individual Performance Goals 349
25.2.1 Organizational and Business Goals 349
25.2.2 Individual or Team Goals 351
25.2.3 Checking the Convergence of Goals 352
25.3 Identifying Performance Gaps at Work 353
25.3.1 Steps to Realize Performance Gaps 353
25.3.2 Diagnosing Root Causes 355
25.4 Closing the Gaps 359
25.4.1 Building Knowledge and Skills 359
25.4.2 Building and Sustaining Motivation 360
25.4.3 Affirming the Organization 362
25.5 Conclusion 363
References 364
26 Relationship Management in Technology and Knowhow Transfer 365
26.1 Technology Transfer Relationships 365
26.1.1 What Are the Specifics of Technology Transfer Relationships? 365
26.1.2 Who Are the Protagonists in Technology Transfer? What Relationships Are Involved at All? 366
26.1.3 Why Do I Need to Be Considerate of Relationships? 368
26.1.4 Is There a Management Approach to Relationships? 370
26.1.5 If I Cannot Manage Relationships, What Can I Do at All? 371
26.1.6 What is the Contribution of the Organization? How Can the University Settings Be Designed? 371
26.1.7 What Can I Do on the Project Level? 372
26.1.8 What Can I Do Transfer Officer? 374
26.1.9 What Can I Do for the Other Person and Thus for the Relationship? 375
26.1.10 Communication 375
26.2 Conclusion 377
References 377
27 Possible Selves, Identity, Horizons and Communication: An Exploratory Study of Dance Students 379
27.1 Introduction 379
27.2 Concepts and Literature Review 380
27.3 Methodology, Data and Results 383
27.4 Concluding Comments 384
References 385
28 Mentors, Markets, and Money: How Entrepreneurs Can Leverage Feedback Loops with Stakeholders to Articulate Value Propositions 387
28.1 Introduction 387
28.2 Background 388
28.2.1 Six Kinds of Stakeholders 389
28.2.2 Co-creation 390
28.3 Mentors: How They Mature Pitches for Market and Money Stakeholders 391
28.3.1 Mentors in the Audience 391
28.3.2 Mentors Assigned in Accelerator Programs 392
28.3.3 Assigned Mentors in Incubator Programs 392
28.4 Markets: How Market Feedback Impacts Value Propositions 395
28.4.1 Formal Investigations: Technology Commercialization Reports 395
28.4.2 Informal Customer Discovery 396
28.5 Money: How Funder Feedback Reframes Value Arguments 397
28.6 Responding to Mentors, Market, and Money: Pivots and Co-creation 401
28.7 Conclusion 403
References 404
29 Lead Playfully—Technical Innovations Communicated Through Gaming 407
29.1 New Challenges for Leaders 407
29.2 Parallels Between Gaming and Leadership 408
29.3 The Buzzword “Gamification” 409
29.3.1 Gamification: The Use of Gaming Elements 409
29.3.2 Introduction to a Concrete Gamification Method: LEGO® Serious Play® 410
29.3.3 Practical Example: LSP Workshop on the Topic of Digital Knowledge Transfer 412
29.4 Game-Based Learning: Achieving Goals Through Gaming 413
29.4.1 Game-Based Learning: Playing and Learning? 414
29.4.2 Specific Game-Based Learning Application: Escape Rooms 415
29.4.3 Practial Example: An Escape Room on the Topic of Knowledge Management in Companies 416
29.5 Enriching Leadership with Gaming 417
29.6 First Steps for More Gaming in a Leadership Style 419
References 420
30 Inspiring Leadership for Innovation 423
30.1 Introduction 423
30.2 Types of Innovation 424
30.3 The Three Juxtapositions and Communication Practices 426
30.4 Conclusion 429
References 429
Publisher's Correction to: New Leadership—Essential Leadership Skills for Interactive Daily Business 431
Correction to: Chapter 4 in: N. Pfeffermann and M. Schaller (eds.), New Leadership Communication—Inspire Your Horizon, https://doi.org/10.1007/978-3-031-34314-8_4 431