MBA Scholarship Update – Kath Kemp
Kath has been providing regular updates on her MBA journey after winning a scholarship through WNA. Here's her latest!
Well, what a module, what a time in my life. I have just completed Strategic Leadership, which was laid out a little differently this time, and it was heavy on academic readings and light on those amazing videos often peppered through the course where we get to hear from extraordinary global leaders like ex-prime ministers, global corporation CEOs and those who are making a mark in our world in all sorts of ways. I must be a visual learner, as I found the amount of reading quite challenging, time-wise and inspirationally.
We began by looking into complex leadership in the Knowledge Era, always learning something new. I learnt that the Knowledge Era is our era, much like we had the Industrial Revolution and then the evolution of the internet after that and how it changed leadership.
In the Knowledge Era, businesses operate in complex, competitive landscapes driven by globalisation and the technological revolution. Knowledge has become a core commodity, and the rapid production of knowledge and innovation is vital for organisational survival. This Knowledge Era has meant a shift from the autocratic leadership style of the twentieth century to a leadership style that supports an increase in organisational complexity. In other words, leadership in the Knowledge Era requires a change in thinking from individual and controlling views towards a view that organisations are complex, adaptive systems that enable continuous knowledge development, adaptability, and innovation. A lot to take in.
It is refreshing that we are moving away from the patriarchal, top-down, individual leadership and moving toward collaborative, horizontal people processes and harnessing an environment where leaders are coaches rather than managers, fostering a workforce driven by autonomy, self-motivation and the drive to achieve their own personal goals alongside those of their organisation. The theory is wonderful and exciting, but there is a way to go. We also looked at making horizontal leadership in hierarchical structure work, as I’m sure in very large corporations, there remains the need for structure and management decision-making.
It got me thinking: How would I be when I employ even one person? I believe that coaching to create autonomy is imperative in a small business. I want employees who are empowered to make decisions in my absence, who are able to run my business the way I have coached them to, opening up time for the work I love to do, such as designing, valuing, and working with my customers.
During this module, I lost my mum, and my whole life turned upside down; she had a full and beautiful life, but saying goodbye to her… well, I’m still recovering, and I’m sure it will take time. I will always miss her. It amazes me how we are able to continue on, how strong women in business are, how supportive we are to each other and how important community is. All the decisions I make now are made with a thought to my mum, and I think it is making me a better person.
Stay connected, come to networking meetings, be open, be honest and never pretend you’re ok when you’re not. Even though we are businesswomen, one thing I have learned in Strategic Leadership in the Knowledge Era is that we must include life and all it puts in front of us, feel the emotions, be open and take the support because that will make you a more empathetic, kind and valuable leader.
