Why a disruptive market demands unified leadership

The days of stable and predictable markets are long gone. One of many consequences is a change in leadership requirements. It’s no longer possible for a solitary, strong leader to have all the data to make informed decisions by themselves. Instead we depend on the diversity of expertise and perspectives that naturally comes from a dynamic group.

It stands to reason, then, that you as a leader should strive towards a high level of unification in your group. By coming together and working together towards one common goal, you dramatically increase your chances of achieving great things together.

Develop mutual dependencies

By definition, strategic assignments require individuals to claim responsibility for their parts. These parts will consequently join others to form a greater whole. A disparate board will almost certainly result in weaker leadership than a united one, where separate members contribute with their specific areas of expertise and together define the organisation’s long term goals.

On an executive level, we strongly suggest that groups work with clearly defined criteria for the organisation. We also encourage you as a group to develop mutual dependencies of one another, to stay ahead on a disruptive and globalised market.

Avoid the Roman chariot method

One could argue that groups with low levels of mutual dependencies resemble Roman chariots, with the leader in the carriage. The leader urges other team members to go in one direction (or not, if the leader is less skilful). This method was sufficient enough for gladiator combat, where the horses didn’t have much choice but to obey their leader.

Roman chariot.png

However, it works less well for today’s leadership groups. High performing individuals in demanding industries want motivation on a personal level. If you fail to empower them, they will simply turn to another place of work.

Unification prevents unethical behaviour

According to the recently published study*, a group’s level of unification also reflect its ethical standards. Groups with high levels of estimated unification are less prone to spreading value-increasing information in unethical ways.

In other words – high levels of unification in executive and management groups create value-driven loyalty towards the organisation, and towards the market’s principles.

Indeed, a disruptive market demands unified leadership. Adapt to these conditions and your goals are within reach.If you want to know how, don’t hesitate to contact us.

*Johnson, K. J., Martineau, J. T., Kouamé, S., Turgut, G., & Poisson-de-Haro, S. (2018). On the unethical use of privileged information in strategic decision-making: The effects of peers’ ethicality, perceived cohesion, and team performance. Journal of Business Ethics, 152(4), 917-929. doi:10.1007/s10551-018-3822-5