Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Generation of Leaders
Transforming the Next
Generation of Leaders
Developing Future Leaders for a
Disruptive, Digital-Driven Era of
the Fourth Industrial Revolution
(Industry 4.0)
Sattar Bawany
Transforming the Next Generation of Leaders: Developing Future Leaders for a
Disruptive, Digital-Driven Era of the Fourth Industrial Revolution (Industry 4.0)
Copyright © Business Expert Press, LLC, 2019.
10 9 8 7 6 5 4 3 2 1
“Sattar Bawany, one of the world’s top coaches and leadership authorities,
has created a powerful manifesto on the pillars of accelerating the
development of future leaders. This book will transform how organizations
both identify and develop high potentials and emerging leaders so they
can continue to compete effectively in the VUCA world. In addition,
organizations that embrace Sattar’s sound advice will meet one of their
most important responsibilities—which is helping talented future leaders
become the best leaders and people they can be all in support of bringing
greater abundance to the world. Transforming the Next Generation
of Leaders is an absolute must-read for HR leaders, executives, and
government leaders all over the world.”
—John Mattone, #1 Authority on Intelligent Leadership &
the World’s Top Executive Coach
“Leaders will find this book valuable. It offers clear and practical advice
on how to develop talent in their organizations in this time of disruption
and change. It also provides valuable insights for those aspiring to future
leadership roles on the steps they can take to develop their own leadership
capabilities.”
—Prof. Linley Lord, Pro-Vice Chancellor and President, Curtin
Singapore Campus
“Sattar Bawany’s message on the critical skills required for the next
generation leaders is a great testament to the need for a renewed type of
leadership in a highly disruptive, increasingly volatile, uncertain, complex,
and ambiguous (VUCA) environment. A gem of a book on leading teams
in the digital era.”
—Ted TAN, Deputy Chief Executive Officer, Enterprise Singapore
“This is a work where the author has cut through the very complex
subject of leadership with a very structured and logical approach that
makes very meaningful sense of this complexity. The work explores
thoroughly the dynamism of current leadership thinking. It also provides
a very insightful and practical perspective that any practicing manager
must further explore within themselves to enable them to improve their
performance as a leader. Highly recommended.”
—Michael Wooi, CEO, International Professional Managers
Association (IPMA)
“One of the key attributes of a good leader is to acknowledge the need for
leadership transformation. It is unavoidable and must be confronted as it
is this adoption that would keep any small or big organization vibrant and
most importantly relevant.
“As we face the disruptive digital era of IR4.0, the next generation of
leaders will find most of what they have learned in the past to be obsolete.
To be successful, we need to constantly learn, unlearn, and relearn, and
be nimble and adaptable.
This book is a must read for someone who holds a leadership position
regardless of the industry. It includes best practices and contemporary
approaches to leadership development and will be useful to any leader
who wants to navigate the fast-paced disruptive digital landscape.”
—Suhaimi Salleh, Founder and CEO, SSA Group
“One of the biggest challenges facing organizations today is that they are
under greater pressure to develop future or next-generation leaders faster
in response to the challenges of the highly disruptive and digital-driven
era of the Fourth Industrial Revolution. This book is highly recommended
as it targeted in scope and application and focuses on approaches that
provide an understanding of the best practices and contemporary
approaches to the identification, assessment, selection, and development
of future leaders.”
—Professor Noor Azizi Ismail, Vice Chancellor, Universiti
Malaysia Kelantan
“The book is a compendious read for leaders who aspire to bring their
organization to the next tier in identifying and inculcating talent. It
provides clear insight into the process of talent development and how
to develop the next generation of leaders. An indispensable source of
reference for all managers.”
—Janet Quek, Regional L&D Director, South Asia, Aon Service
Corporation—Human Resources
“Professor Sattar has been one of high intellect, always challenging the
norm, and his provocative thoughts have always amazed me. I have enjoyed
every interaction with him as he makes me reflect and think beyond . . .
this is the epitome of a thought leader who is always raising the bar!”
—Nadiah Tan Abdullah, Chief Human Resources Officer, S P Setia
“This is one of the kinds of book that anticipates the need of the future
leadership. Very contextual and future-proof idea!”
—Steven Augustino Yudiyantho, Senior VP Human Capital, Bank
Mandiri, Indonesia
Keywords
VUCA; Fourth Industrial Revolution; Industry 4.0; digitalization; cogni-
tive readiness; emotional and social intelligence; next generation leaders;
NextGen leadership; high potentials; leadership competencies; leadership
pipeline; leading for the future
Contents
List of Figures....................................................................................... xix
List of Tables......................................................................................... xxi
Preface...............................................................................................xxiii
References............................................................................................111
About the Author.................................................................................119
Index..................................................................................................121
List of Figures
Figure 1.1 The four elements of the VUCA business environment..........3
Figure 1.2 The evolution of the Industrial Revolution.........................7
Figure 2.1 The five basic management functions...............................12
Figure 3.1 The high-performance organization..................................33
Figure 3.2 The RBL framework.........................................................34
Figure 3.3 Paragon7 cognitive readiness competencies.......................41
Figure 3.4 The Goleman ESI framework...........................................45
Figure 3.5 The “LEAP” framework of leading in Industry 4.0...........49
Figure 4.1 The leadership pipeline framework...................................55
Figure 5.1 The transition coaching framework..................................79
Figure 5.2 The “ADAM” coaching methodology...............................80
Figure 6.1 Lencioni’s framework of five dysfunctions of teams..........95
Figure 6.2 The SCORE framework for developing
high-performing teams.....................................................99
Figure 6.3 The “AGREE” framework to achieve team
collaboration..................................................................102
List of Tables
Table 3.1 Competencies for the next generation of leaders...............40
Table 3.2 Descriptors of Paragon7 cognitive readiness
competencies....................................................................42
Table 4.1 Factors in identifying of high potentials...........................62
Table 4.2 McCall’s five leadership demands.....................................65
Table 6.1 “SCORE” characteristics of high-performing teams...........100
Preface
Today’s businesses face unprecedented challenges operating in a global
environment that is increasingly volatile, uncertain, complex, and
ambiguous (VUCA). The explosion of data and unprecedented advances
in computer processing power globally have dramatically increased the
capacity to support decision making within various functional operations
in organizations across industries. The world has moved well beyond basic
and enhanced process automation and is entering into an era of cognitive
automation leveraging on artificial intelligence and robotics. The World
Economic Forum is calling this the “Fourth Industrial Revolution.”
The impact of advanced technologies touches virtually every industry
and organization on many levels, from strategic planning and marketing
to supply chain management and customer service. Today, many indi-
viduals and organizations across the globe are exploiting this change to
disrupt every industry. Uber, Alibaba, Airbnb, Netflix, and Tesla are just
a few famous examples of companies that have transformed lifestyles, in-
cluding the way people travel, shop, and stay, and there are many more.
Leaders in organizations are also confronted with increased compe-
tition, globalization, demand for growing social responsibilities, and a
stream of technological revolutions causing disruption in the marketplace.
Hence, leaders need to challenge their mental models in their efforts to
build and sustain a high-performance organization. Effective leadership
is the process of impacting and influencing people to achieve the desired
results and prepare for the future. Leading in today’s highly disruptive and
increasingly VUCA-driven world is becoming much more challenging.
There is no easy path to becoming a highly effective leader, and the chal-
lenge of being one seems almost insurmountable.
One of the biggest challenges facing organizations today is that they
are facing greater pressure to develop future or next generation of leaders
faster, in response to the dramatically changing digital and highly disrup-
tive business landscape. Who are the next generation of leaders? What
makes them great? What do business and HR leaders need to know about
xxiv PREFACE
Disruptive Innovation
Disruption has and will continue to fundamentally change the way we live
and work. Today’s society, including businesses, government, and individ-
uals, is responding to the shifts that would have seemed unimaginable or
unthinkable even a few years ago. Artificial intelligence (AI), robotics,
Internet-of-Things (IoT), blockchain technology, and cloud computing
are reinventing the workforce and will continue to impact the workplace
for many years to come (Bawany 2018a). Drones and driverless cars are
transforming supply chains and logistics, resulting in enhanced quality
of life. The changing consumer behavior, including the preferences and
expectations, in particular, of those of the millennials (better known as
Gen Y ) and of “digital natives” (also known as Gen Z, those born be-
tween 1995 and 2010) who have grown up in a completely digital world,
has altered the consumption patterns and demand in every area of life,
including transportation, travel, accommodation, education, and lifestyle
(Bawany and Bawany 2015).
The way we live and work is about to go through a profound change.
In some countries, this has already been happening for quite some time
now. Rapid advances in many technologies are expected to continue dis-
rupting many of the industries in the various economies, and the impact
will be felt across the globe. Yet, research by the Centre for Executive
Education (CEE) and Executive Development Associates (EDA) vali-
dated by other consulting and research organizations has found that the
majority of businesses and their leaders aren’t prepared for the coming
age of disruption—and sadly we believe many of the unprepared won’t
2 TRANSFORMING THE NEXT GENERATION OF LEADERS
1
Given how extensively the phrase “disruptive innovation” has been invoked in the past
20 years, Christensen revisits that most famous of innovative ideas in the article, “What Is
Disruptive Innovation?” published in the December 2015 issue of the Harvard Business
Review. He asserts that the concept of disruptive innovation has proven to be a powerful
way of thinking about innovation-driven growth. “Many leaders of small, entrepreneurial
companies praise it as their guiding star; so do many executives at large, well-established
organizations, including Intel, Southern New Hampshire University, and Salesforce.
com” (Christensen 2015). Regrettably, Christensen believes that the disruption theory
is in danger of becoming a victim of its own success. Despite broad dissemination, the
theory’s core concepts have been widely misunderstood and its basic tenets frequently
misapplied. Furthermore, essential refinements in the theory over the past 20 years
appear to have been overshadowed by the popularity of the initial formulation.
The New Realities of Leadership 3
Volatile
Uncertain
“The new
normal”
Complex
Ambiguous
Figure 1.1 The four elements of the VUCA business environment
4 TRANSFORMING THE NEXT GENERATION OF LEADERS
INDUSTRIAL REVOLUTION
TRANSFORMING INDUSTRIES AND INNOVATION
INDUSTRY 4.0
INDUSTRY 3.0
INDUSTRY 2.0
INDUSTRY 1.0
Mechanization, steam Mass production, Automation, computers Cyber physical systems,
power, weaving loom assembly line, and electronics Internet of things, networks
electrical energy
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