Modern companies experience complexity by enclosing visions that are sometimes contradictory, but not necessarily destructive. The company, endowed with a collective intelligence distributed in its organs, in its tissues, in its senses, must function dynamically and support the peripheries, remaining closer to opportunities and problems. For this to happen, the brain, Leadership, must be open.
The leader is no longer only asked to command and control, but to question his own vertical idea of power in favor of a more horizontal, shared, distributed, open type of Leadership, adopting a vision that contemplates the sense of community and fraternity . The new leadership is based on peer culture. Even more, its constituent element is the brothers' code: mutual support, creativity, challenge, but also envy, conflict and competition.
This volume explores the transition from human capital to social capital, outlining Leadership models centered on the culture of the network, integration and acceptance of error as elements of growth and innovation.
The perspective of the network will find evidence through the study of the tools that allow you to map relationships in companies (for example through a method called Organizational Network Analysis) and through the analysis of how relational ties form the basis for creating organizational well-being. The affective code of fraternity will be explored as the foundation of new cultures based on peer relations (P2P), going beyond the well-known vertical cultures in which the leaders are fathers or mothers. These reflections will allow to outline the new type of Leadership, whose characteristics will be illustrated, finally, in an Open Leadership Manifesto. Because the new Leader is no longer First among all, but One among many, alongside all those who can and want to excel.
