Contexts of Leadership

Command-and-Control Organization • •

Keyword
“do it and do it now” top-down authority • •

Challenge
Difficult to adapt to organizational context. The leader sometimes tends to become increasingly arrogant, isolated & even alienated from the constituent Requires great skill & tact. How to communicate with the others when meet changing. Should rally the faculty and other constituent around a plan for prominence. • • • •

Style/Skill
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 Entailed uniting the partners around a common vission of helping build an innovative firm. Anti-autocratic approach. Involving knowledge worker. It has advantages when confronted by challenges that require a collecial approach. Work with the right partners They're allowed to make decisions quickly and execute it rapidly.

Partnership of Peers

• •

Everyone is equal in a partnership Collegial approach

• •

• • •

Entrepreneurial Organizations

• • •

Alone The ultimate decision makers Profit

Knitting the investors, advisors, customers, vendors, and others, with vision. Need to restrain their

• •

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

Page 1

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. Careful to be accomplish anything. Generally believe they have no boss. Learns on the job that can be applied in a number of other contexts.

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.

• • •

Contexts of Leadership

Keyword

Challenge

Style/Skill

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 lead contending egos to agreement on agenda items.

Have been through a trial by fire that can temper & deepen the leadership skill.

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

Page 2

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. Political and collegial skill. Must set broad strategy goals using the best judgments. Lives are at stake. Need to be successful in promotion & dealing with a large numbers of superior.

Spend much of their time fundraising.

The Military

• •

“An order is an order” Autocracy.

• •

• •

• •

Order is an order. Tactical decision making has been pushed down the hierarchy to combat leaders who must respond to moment-tomoment change on battlefield. Smooth transition to positions of leadership.

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

Page 3

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.

Contexts of Leadership

Keyword

Challenge

Style/Skill

The Operating Room

Complete Autocracy

Human lives

• •

Non questional order. Purest forms of a command-and-control context.

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.

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

Page 4