Developing Leadership Capacities Essay Example | Topics and Well Written Essays - 1250 words

Developing Leadership Capacities - Essay Examplean seeing the leader as a co-equal of followers Transformational possibility Gives emphasis on the role of leadership in initiating and implementing change Attaches too much importance to the leader as a catalyst of change kind of than to all the stakeholders as creators and performers of change Applying Theory U to Cross-Functional Team Leadership One theory of leadership which can help leaders positively transubstantiate cross-functional teams is theory U. The first step, going down the Us left part, is referred to as sensing or building up a perceived ambit of the organizations present reality that should be understood and transformed (Scharmer, 2009). In a cross-functional team, it is important to develop highly committed members. ... The important questions to reply are (1) what the team desires to create, (2) why it is important, (3) how to accomplish this, (4) who is responsible, and (5) when and where to perform this. By empl oying sensing, the leader of a cross-functional team is able to achieve its goal of improving run to key customers by (Kahane, 2010) (1) discovering shared ideas and perspective by sharing the story and situation that brought highly diverse people together in one team (2) motivating and being an inspiration to the team (3) training in deep-dive (do what you love, love what you do principle) processes and discussion interviews (4) recognizing key stakeholders that have to be visited and known. Apparently, when relating to the team and the environment, a leader should set in motion and bring in the four channels of listening (1) listening from what you know, (2) from what surprises you, (3) from empathizing with the interviewee, and (4) listening from her or his authentic semen or highest future possibility (Anonymous, 2012, p. 10). Through sensing, a leader will be able to uncover the highest potential of every member of the cross-functional team with an cave in heart and mind. Th e second step is presencing, or a more profound understanding of ones duty and function in the organization aft(prenominal) profoundly engrossing oneself in the perspectives and situations that are appropriate to a setting and its greatest future prospect, presencing concentrates on tapping on a more profound source of understanding (Scharmer, 2009). In order for a leader of a cross-functional team to carry out the presencing step successfully s/he should form circles where in s/he commits one