{"id":12250,"date":"2022-03-28T13:45:02","date_gmt":"2022-03-28T11:45:02","guid":{"rendered":"https:\/\/www.organisator.ch\/?p=12250"},"modified":"2022-04-07T08:51:01","modified_gmt":"2022-04-07T06:51:01","slug":"alpha-collaborazione-leadership-e-collaborazione-in-transizione","status":"publish","type":"post","link":"https:\/\/www.organisator.ch\/it\/management\/2022-03-28\/alpha-collaboration-fuehrung-und-zusammenarbeit-im-umbruch\/","title":{"rendered":"Alpha Collaboration: leadership e collaborazione nella transizione"},"content":{"rendered":"
\"\"
Copertina del nuovo studio IFIDZ sui cambiamenti nelle culture della leadership. (Immagine: IFIDZ)<\/figcaption><\/figure>\n

Oltre al tema della leadership virtuale o della leadership a distanza, il tema della leadership laterale, cio\u00e8 la leadership senza autorit\u00e0, sta guadagnando importanza nelle aziende. L'80% dei manager \u00e8 convinto di questo. Questo \u00e8 il risultato dello studio \"Alpha-Collaboration - Leadership in Transition; Perspectives for the Collaboration of the Future\", che \u00e8 stato condotto dall'Institute for Leadership Culture in the Digital Age (IFIDZ), Frankfurt. Per questo studio, 482 manager della regione DACH sono stati intervistati online e 51 in interviste approfondite.<\/p>\n

Come causa di ci\u00f2, i dirigenti citano il fatto che i servizi principali delle aziende sono sempre pi\u00f9 forniti in team e progetti interdivisionali e spesso anche inter-aziendali. Oltre all'importanza della comunicazione online, questo aumenta anche la sua dipendenza dai dipendenti di altri dipartimenti e da fornitori e prestatori di servizi esterni per raggiungere gli obiettivi.<\/p>\n

I leader sono richiesti come gestori di relazioni<\/strong><\/h3>\n

I manager non hanno l'autorit\u00e0 di impartire direttive a questi partner. Pertanto, si trovano sempre pi\u00f9 di fronte alla sfida di ispirare e \"guidare\" persone di cui non sono i superiori. Di conseguenza, i ruoli di leadership di \"influencer\/responsabile delle relazioni\" (76%) e \"leader\/spiritalizzatore\" (80%) stanno guadagnando importanza secondo loro.<\/p>\n

\"\"
(Grafico: IFIDZ)<\/figcaption><\/figure>\n

Quasi tutti i manager si aspettano anche che le richieste di leadership continuino ad aumentare - specialmente nelle aree della \"leadership del team\" (80%) e della \"leadership dei dipendenti\" (68%). Di conseguenza, molti vedono un grande bisogno di sviluppo nell'area di \"self-leadership\/management\" (37%) oltre alla \"competenza digitale\" (53%). Vedono anche un grande bisogno di sviluppo in tutte le aree che sono strettamente legate alla loro capacit\u00e0 di costruire relazioni sostenibili - per esempio, la gestione delle relazioni (44%) e la comunicazione\/motivazione (41%).<\/p>\n

Guidare a distanza \u00e8 spesso visto criticamente <\/strong><\/h3>\n

Come punto centrale sul perch\u00e9 avranno bisogno di competenze diverse in futuro, i manager fanno ripetutamente riferimento alla leadership virtuale e all'aumento del lavoro nell'home office. Questo \u00e8 sorprendente: La maggior parte dei manager considera la leadership a distanza un \"male necessario\" a causa delle condizioni generali. Solo il 30% \u00e8 dell'opinione che questa forma di leadership abbia pi\u00f9 vantaggi che svantaggi.<\/p>\n

\"\"
(Grafico: IFIDZ)<\/figcaption><\/figure>\n

Tre quarti dei manager (78%), d'altra parte, vedono il pericolo di un declino della qualit\u00e0 del rapporto tra i dipendenti e loro stessi quando gestiscono a distanza. Molti vedono anche una diminuzione dell'identificazione con l'azienda (52%), richieste eccessive ai dipendenti (42%) e un calo della loro motivazione (29%) come ulteriori pericoli. Per quanto riguarda il tema della guida a distanza, molti manager vedono la necessit\u00e0 di sviluppo nelle aree di comunicazione (43%), competenza digitale (38%), leadership\/sviluppo del team (33%) e motivazione (32%).<\/p>\n

La necessit\u00e0 di sviluppo segnalata corrisponde in gran parte ai risultati dello studio \"Alpha Intelligence: What tomorrow's leaders need\", che l'IFIDZ ha condotto nel 2014. Si \u00e8 giunti alla conclusione che i leader nel mondo del lavoro moderno devono trasformarsi in manager delle relazioni o \"personalit\u00e0 alfa-intelligenti\" che sono caratterizzati da un alto livello di \"intelligenza della personalit\u00e0\", \"intelligenza delle relazioni\" e \"intelligenza digitale\".<\/p>\n

Il futuro appartiene a \"Alpha Collaboration<\/strong><\/h3>\n

Anche molti manager la vedono cos\u00ec, tra l'altro perch\u00e9 evidentemente \u00e8 avvenuto un cambiamento di consapevolezza tra di loro. Per esempio, era evidente nelle interviste personali: Quando i manager parlano di team leadership oggi, di solito si riferiscono non solo ai dipendenti che riportano a loro in termini disciplinari, ma anche a partner di rete come dipendenti e manager in altre aree e partner esterni come fornitori di servizi e clienti. In altre parole, hanno superato il classico pensiero divisionale o a pilastri e pensano invece in contesti di rete.<\/p>\n

Inoltre, molti manager hanno ovviamente gi\u00e0 interiorizzato che la leadership volta a migliorare la collaborazione alfa - cio\u00e8 la cooperazione interdipartimentale, interfunzionale e interaziendale - richiede anche un'immagine di s\u00e9 come manager parzialmente cambiata. Questo \u00e8 indicato dal fatto che la maggior parte di loro si aspetta che i ruoli di leadership di \"leader\/starter\" e \"influencer\/responsabile delle relazioni\" continuino a guadagnare importanza.<\/p>\n

\"La collaborazione alfa richiede una cultura della fiducia<\/strong><\/h3>\n

Questo \u00e8 rilevante nella misura in cui la fiducia reciproca \u00e8 un fattore centrale di successo sia nella leadership a distanza che in quella laterale. Gli approcci a tale cultura di cooperazione e leadership, che \u00e8 sempre pi\u00f9 rilevante per il successo nel mondo VUCA, esistono gi\u00e0 nelle aziende - secondo la conclusione dello studio. Questi devono essere ampliati.<\/p>\n

Per maggiori informazioni sullo studio \"Alpha Collaboration - Leadership in Transition; Perspectives for the Collaboration of the Future\", visitate il sito web IFIDZ (www.ifidz.de<\/a>). L\u00ec si pu\u00f2 anche ordinare lo studio di 58 pagine e un riassunto di gestione gratuito per 39 euro.<\/p>","protected":false},"excerpt":{"rendered":"

Au\u00dfer dem Thema virtuelle F\u00fchrung bzw. F\u00fchrung auf Distanz gewinnt in den Unternehmen das Thema laterale F\u00fchrung, also F\u00fchrung ohne Weisungsbefugnis, stark an Bedeutung. Davon sind 80 Prozent der F\u00fchrungskr\u00e4fte \u00fcberzeugt. Zu diesem Ergebnis kommt die Studie \u201eAlpha-Collaboration \u2013 F\u00fchrung im Umbruch; Perspektiven f\u00fcr die Zusammenarbeit der Zukunft\u201c, die das Institut f\u00fcr F\u00fchrungskultur im digitalen […]<\/p>\n","protected":false},"author":4,"featured_media":12251,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_focuskw":"Alpha Collaboration","_yoast_wpseo_metadesc":"Die Anforderungen an F\u00fchrung ver\u00e4ndern sich nachhaltig. 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