27 Eki

Enneagram and Leadership

Leadership is not a competence that only an innately advantageous and privileged group can possess. The understanding “You cannot become a leader rather you are born." emphasizes that only people with certain personality traits can be leaders. This concept restricts the concept of leadership and ignores the fact that leadership is multidimensional. Enneagram-based leadership argues that everyone can have a style of leadership that suits their personality. Every person has some of the characteristics that an ideal leader can have. Everyone has a peak that they can reach under their leadership. For example, the leadership degree reached by Turgut Ozal is different from the degree reached by Fatih Terim.

The Enneagram-based leadership argues that every person must unleash the potential in them and use it to the fullest by improving themselves. Everyone's innate potentials and predispositions are different. Each person must search for the peak that suits him and make his own road map to climb that peak. At this point, Enneagram-based systems guide and plot routes for managers and employees.

Enneagram-centered leadership theory is the first multidimensional leadership theory based on interpersonal differences (temperament).

In the leadership and management literature, differences in the temperament of individuals have always been a neglected dimension. Enneagram-based leadership understanding says that personality and temperament information also have an important place in the leadership equation. The formation of a good leader depends as much on environmental conditions as on the fact that environmental conditions are in harmony with a person's temperament. In many studies, the effect of environmental factors has been over-emphasized and has remained in the background from time to time, despite the fact that human beings are included as subjects. Man is neither a prisoner of his innate temperament nor a prisoner of the environment. A person is a complex being who can use his will and mind when making decisions. All approaches that can be put forward without understanding and deeply examining this complex structure of man are doomed to be incomplete.

People are different. The understanding of leadership, management, team building, communication, which is based on a single human model, is incomplete and doomed to be incomplete.

Each leader/manager's style and approach to events, the strategies he/she will use are different. The roles that everyone takes on in teamwork are different. Everyone has a separate communication style and language.

The Enneagram model emphasizes that all these differences are actually wealth. Each management style must have an area or function that can be ideally applied. The whole point is to be able to accurately determine the style that will be applied depending on the situation and environmental conditions, and to perform the right task by the right person. If everyone takes a task that suits their personality and can master that profession or task, he can reach the top and become a true craftsman of his profession. Similarly, managers who take on roles and functions appropriate to their personality structures can perform these tasks more naturally, easily and successfully. The Enneagram-centered understanding of leadership adopts the situational approach, and says that the optimal leadership style, which the leader must adopt depending on the circumstances in each case, is different.

The Enneagram-centric management model approaches the management phenomenon from nine different paradigms.

The Enneagram-based management model combines, organizes and places a lot of written information about business and management in its native place. It differs in that the Enneagram approach is based on synthesis and integration. Different leadership approaches, business trends that have become fashionable, and theories put forward in management can also be seen to contradict and compete with each other. Today, significant problems have been seen in information about professionals and managers. These are:

* Collecting and organizing information

* Making sense and use of information

* Ability to get rid of fragmentary approaches and capture a holistic perspective

* Synthesis of fragments of information

* Understanding where and how information can be used

* Converting knowledge into strategy and practice

Enneagram reveals the main contribution at this point. The Enneagram approach is to guide managers in solving the problems of uncertainty and complexity, which are one of the most important problems of managers. It also does this by collecting its business and management knowledge under 9 dimensions. A virtual hero in every issue looks at events in the company through his own glasses and from his own position. Each issue reveals the working logic and approach of a separate department to business life and different leadership dimensions:

ENNEAGRAM CENTERED MANAGEMENT

Leadership Dimensions

1-Total Quality leadership                           Production and Operation                           Kamil, the meticulous

2-Servant Leadership                                    Sales and Customer Relations                    Sevim, the caretaker

3-Effective Leadership                                  Marketing and Corporate Relations         Başar, The hardworking

4-Designer Leadership                                  Design, Advertising, Branding                    Hülya, the original

5-Expert leadership                                        Science and Technology                               Hikmet, the lonely

6-Systemizer leadership                               Accounting and system                                                Sidika, the trustworthy

7-Visionary leadership                                  R & D and Product Development             İlhami, the starry-eyed

8-Charismatic leadership                             Strategic management and Finance        Mahmut, the fearless

9-Participatory Leadership                          Public Relations                                               Hilmi, the tranquil

Such a framework gives us the opportunity to organize concepts in the business and management world in nine dimensions.

DIMENSION 1: TOTAL QUALITY LEADERSHIP

A perfectionist who is successful in process management makes special efforts to establish a quality circle. He likes to use statistics in his work and wants to apply processes accordingly. He cares a lot about business rules and business ethics.

They want to conclude their work with zero error. He strives to do better than what he does. This draws its strength from Kaizen philosophy. He likes to control and moves forward by constantly checking. It has a systematic management approach. He has the look of a quality control specialist in his work. Just like the principles laid out by the American statistician William Edwards Deming.

DIMENSION 2: SERVANT LEADERSHIP

The leadership model of a benevolent personality with a high ability to empathize is servant leadership. He uses his emotional intelligence effectively. He's very open to servant orientations. He actively listens to others, and when listening to them, he necessarily adds his own contributions. It has a flexible communication style. He cares about the satisfaction of his team in his work.

He also tries to coach his employees. He wants to be on the front line in events. He does his job by personalizing it and is a relationship management expert. The customer cares a lot about relationship management. It's human-oriented. He cares a lot about human resources processes.

DIMENSION 3: EFFECTIVE LEADERSHIP

He gets motivated quickly and motivates his team quickly. It has a work and results oriented work discipline. He also prefers flexible communication in communication. He cares/strives for the personal development of himself and his team.

He does his job with focus. The ability to adapt quickly strengthens its image. He gives importance to production. He has a perspective on efficiency and productivity. Strategic planning, goal-based management and goal-setting are the management approaches. Actively uses management and benchmarking processes with goals. He wants his team to be professional while reflecting on being a professional in his management approach. It tries to use NLP applications in business life.

DIMENSION 4: DESIGNER LEADERSHIP

It is actively involved in branding processes, corporate identity studies and meaning management practices in institutions. Niche applications in institutions have the potential to be considered as a priority. Creativity and design stand out. As they adapt very well to their work, their aesthetic outlook is also very high. They add their own aesthetic understanding very clearly to the work they do. They are very confident in their intuition in their decision-making process. He looks at the image management of himself and the institution through a different window. It wants to manage the processes of searching for meaning and meaning. He leads his team in the style of a conductor.

DIMENSION 5: EXPERT LEADERSHIP

Information management is the most effective process. It follows research and development processes very effectively. Their perspectives on technology management and use influence the management of the company. He reflects his ability to observe objectively on his work and tries not to add his emotions to the work. The learner configures the company or departments as an organization.

It closely follows the rules of the new economy. It adapts very quickly to new processes such as e-commerce. Analytical and abstract thinking skills affect both business and private lives. Constructs and implements E-learning processes widely used in enterprises.

Knowhow and technical depth is the point of view that businesses desire. It cares about setting up its own data infrastructure. Their adaptations are high. He doesn't get tired of working on a topic for hours. It has been observed that they are extra skilled in the production of knowledge and technology.

He wants to adjust his own processes and speeds. As intellectual capital, it is involved in the internal structures of institutions. Institutions do not want to lose these individuals or managers as they find it difficult.

DIMENSION 6: TOTAL QUALITY LEADERSHIP

Crisis management processes have extra capabilities in detecting and taking precautions. Their perspectives on system building and operation are multifaceted. Building a system is always a priority. It can't work without installing the system, it won't work. And he doesn't want to work in a place without a system. Competitor analysis is an assessment that they make in all business processes such as sector analysis and risk analysis. Successfully addresses the Risk management process.

Critical thinking skills give the firm the advantage of anticipating mistakes and being prepared for risks. He doesn't start a business without strategy and planning. The interrogation is all about what's going on around here. It wants to establish a hierarchical control and control mechanism. Their adaptation is very high.

He uses his intelligence and observation capabilities all the time. He wants to know everything that's going on. Configuration and box approach is one of the most used methods in determining boundaries in business management, and scenario creation is also one of the most used methods in business processes and workflows. They pay close attention to procedures and written processes.

DIMENSION 7: VISIONARY LEADERSHIP

Change management is a management style. There is a constant search for innovation. There are plans to work towards creating a proactive vision. They want to improve both their management style and the business by brainstorming.

They are said to be very successful in R & D management. It makes a serious contribution to the formation of R & D processes in institutions. He wants others to do some of his work. Their future-oriented outlook causes them to create a strategy. He wants to rework ideas.

A paradigm often experiences a process of change, and they lead the change. It strives to be a flexible organization and adapts quickly to the new economy. They generally tend to adopt vanishing Quartet and transformational approaches.

DIMENSION 8: CHARISMATIC LEADERSHIP

They are highly motivated in project management. He always wants to finish the projects they started. He is never shy about initiative and risk-taking, takes and concludes with ease. He doesn't want to give up control and tracking. Building a strategy and acting according to that strategy are his priorities.

He wants to retain power, influence and authority in the enterprise. They have priorities in protecting and ensuring justice. It does action-and results-oriented work. He cares about change and speed and doesn't like slowness. Direct communication is their preferred approach. Instead of saying it indirectly, it transmits the problem directly. He constructs the internal entrepreneurship processes very well and gets results.

They are said to be extra successful in team management. He reflects all his energies on courage and endurance. Strategic business development is among his priorities. It's very important to do things of strategic importance rather than doing ordinary things. By delegating, he distributes things and very easily asks for accounts and asks for results. He certainly doesn't take excuses. He wants to look at events from a global perspective. From this point of view, he wants to run his companies.

DIMENSION 9: PARTICIPATORY LEADERSHIP

The management style is the management of stakeholders. He wants to run things together. He attaches great importance to team spirit and cooperation. They have a flexible communication style. It uses all of the active listening processes and likes to give feedback. Respect, dialogue and cooperation are the values that he cares most about in a business. They care about bureaucracy. He easily moderates meetings, wants to make promises to everyone and get everyone's opinion.

It wants to implement democracy and participatory management in its businesses. It makes special efforts to provide consensus. He is happy to be in social responsibility projects. He makes special efforts to transform differences into wealth. He wants to manage the team by including members in the process. It takes a lot of effort to see the big picture. They have a balanced and broad perspective. He wants to delegate jobs and involve the team in the process.

In our next issue, we will try to explain the leadership processes and the steps that need to be taken over these nine types.

Phd Abdulrezzal Cil, Phd Melek  Cil