many contexts of leadership

8/14/2019 Many Contexts of Leadership

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Contexts of Leadership Keyword Challenge Style/Skill

Command-and-Control

Organization

do it and do it now

top-down authority

Difficult to adapt to

organizational context.

The leader sometimes

tends to become

increasingly arrogant,

isolated & even

alienated from the

constituent

Accustomed to wielding

Great Power.

Marches in lock step

Authority devolves from

the top down

Often appears as

vestiges of the old

military-industrial

complex

Partnership of Peers Everyone is equal in a

partnership

Collegial approach

Requires great skill &

tact.

How to communicate

with the others whenmeet changing.

Should rally the faculty

and other constituent

around a plan for

prominence.

Entailed uniting the

partners around a

common vission of

helping build aninnovative firm.

Anti-autocratic

approach.

Involving knowledge

worker.

It has advantages when

confronted by

challenges that require

a collecial approach.

Entrepreneurial Organizations Alone

The ultimate decision

makers

Profit

Knitting the investors,

advisors, customers,

vendors, and others,

with vision.

Need to restrain their

Work with the right

partners

They're allowed to

make decisions quickly

and execute it rapidly.

The Many Contexts of Leadership I Wayan Sutana (8C/ 16) Page 1


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natural instinct to take

charge & make

decisions if collegial

leadership.

Sharing vision with

others.

They have diligence

whom that they're work

with and find the effort

that's worth.

Don't wait too long to

make money.

Generate profit as soon

as reasonably possible.

The Academic World Academic

Independent-minded

Professor's usually

decide what research to

pursue & how to teach

their course(s).

If there is a need for

significant change.

Careful to be

accomplish anything.

Generally believe they

have no boss.

Learns on the job that

can be applied in a

number of othercontexts.


Business Round-Tables and

Other Peer Groups

Executives

Designed to be the

chair. Round-tables, boards

associations,

government

commisions.

Someone else will take

charge.

Tactfully leadcontending egos to

agreement on agenda

items.

Have been through a trial by

fire that can temper & deepen

the leadership skill.



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Nonprofits A discipline

Grant-making

foundations, think

thanks, art

organizations, and

charities.

Have to balance what

they spend with what

they take in.

Need to work

cooperatively with a

board of governors to

have the definite ideas

for well-endowed

organizations.

Dependent on

volunteers who don't

view themselves as

employees & often acts

like free agents.

Volunteers can

sometimes have a lot

opinion that is not

based on facts.

Spend much of their time

fundraising.

The Military An order is an order

Autocracy.

Political and collegial

skill.

Must set broad strategy

goals using the best

judgments.

Lives are at stake.

Need to be successfulin promotion & dealing

with a large numbers of

superior.

Order is an order.

Tactical decision

making has been

pushed down the

hierarchy to combat

leaders who must

respond to moment-to-moment change on

battlefield.

Smooth transition to

positions of leadership.



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Government Everyone is your boss

Bureucracy.

Public visibility.

Can be called to

account in public forum

when the things go

wrong.

Scrutinized by public,

media. Etc

Everyone is your boss.

Have been hired, or

elected.

Carry the will of the

people.


The Operating Room Complete Autocracy Human lives Non questional order.

Purest forms of a

command-and-controlcontext.

Organizations in Crisis Crisis

Becoming a leader in

very concise

Quick Decision

Has to know when to

relax the grip on the

reins and allow

authority to flow down

the hierarchy.

Rapid Execution.

The leader has to step forward

and personally take charge.

No time for collegiality and

delegation.


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