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“Third Generation Leadership” – “3G Leadership” or “Leadership v3.0”
First Generation Leadership ("G1 Leadership" or "Leadership v1.0") was typified by a command and control approach in which hierarchy ruled and the leader was "right". Second Generation Leadership ("G2 Leadership" or "Leadership v2.0") was typified by a reward for conformance / non reward or punishment for non-conformance. Again, hierarchy ruled and the leader was largely "right". Third Generation Leadership ("G3 Leadership" or "Leadership v3.0") is typified by engaging followers both with what they are doing and with the people with whom they do it. In this article Doug Long introduces both the concepts of leadership generations and shows the distinctions between them.

Other concepts of leadership Related Articles

From the Publisher Retail Franchises
Over the years we've had a number of calls from would-be Franchisees who are attracted to retail concepts but don't want the business to involve food. They needed our ideas and assistance because they were not finding an opportunity that wasn't food-related. In this issue, we take a look at a selected group of non-food , retail franchise concepts and I am happy to report that there are a number of good concepts available for consideration.

18 Web-Marketing Concepts That Make A Difference
If you've been looking high and low for the secret of Web success, today is your lucky day. We've put a little something together that we call '18 Web-Marketing Concepts That Make A Difference.' Eighteen concepts to think about that may just give you an edge on your competition; in fact these ideas may give you an edge, period. So if the same old left-brain thinking that everybody else is using just doesn't get you where you want to be, try these creative concepts on for size.
8 Brain-Branding Web Presentation Concepts, Part II
In '8 Brain-Branding Web Presentation Concepts, Part I' we discussed the first four brain-related marketing concepts that if incorporated into website presentations help generate brand preference purchase decisions. Part II continues with the next four concepts.
Integral Leadership - A Useful Model for Leadership Development
Managers and HR professionals concerned with developing leaders are inundated with leadership development theories, models, concepts and courses - Situational Leadership, Servant Leadership, and the Leadership Lessons of everyone from Attila the Hun to Jack Welch, to name but a few.
Building A Business Dream Team
Building a business dream team will not happen simply because the CEO wishes it or because you have been provided some well-crafted concepts. The building of your dream team will become a reality when each individual in a leadership position decides to embrace a new style of leadership and become a “coaching leader.” The formation of your organizations dream team will come about as a result of your demonstrated commitment to take a stand on the effectiveness and excellence of your personal leadership and the leadership of others.

Trust and Respect
Trust and respect appear to be so colsely linked that when you have one, the other is naturally always present. I do not think this is true. This article discusses these two concepts in enough depth to separate out the concepts into a hierarchy.

“Third Generation Leadership” – “3G Leadership” or “Leadership v3.0”
First Generation Leadership ("G1 Leadership" or "Leadership v1.0") was typified by a command and control approach in which hierarchy ruled and the leader was "right". Second Generation Leadership ("G2 Leadership" or "Leadership v2.0") was typified by a reward for conformance / non reward or punishment for non-conformance. Again, hierarchy ruled and the leader was largely "right". Third Generation Leadership ("G3 Leadership" or "Leadership v3.0") is typified by engaging followers both with what they are doing and with the people with whom they do it. In this article Doug Long introduces both the concepts of leadership generations and shows the distinctions between them.
The Zen of Leadership
There are many aspects to leadership that parallel the philosophies, concepts, and perspectives of Zen Buddhism. I don't profess to have a great depth of knowledge regarding Zen Buddhism, but from the insights I do have, I can see the application with respect to effective leadership. The parallel exists within the concept of...
Disagreement and Disrespect
An important concept for successful leaders is to recognize disagreement and disrespect are two completely different concepts. Confusing or combining the two concepts guarantees a dysfunctional organization.
Is "leadership" dead?
"Leadership" now seems to be a catch-all term (a bit like "communication"). That being the case, has the time now come when we should be considering whether the term "leadership" has lost its impact and whether we need to radically rethink the whole concept by moving out of all the traditional concepts like "servant leadership", "situational leadership", “contingency leadership”, “leadership habits” etc that are based on attitudes and behaviours?
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