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Category Archives: Organizational Leadership

High expectations

We’ve been talking about how the military uses the 5-paragraph order as one way to generate activity that is founded in organizationally relevant perspective. We most recently noted that this order-promulgation method isn’t just used at the top – it’s expected that all commanders at all levels use the system in full – from the […]

Here and there – everywhere

We’ve covered two key elements of the 5-paragraph order used by the modern US military to not only transmit operational instructions to subordinates, but to ensure they have the perspective and context necessary to properly and intelligently carry them out. These are principally the “mission-oriented” nature of this order transmission system, and the detailed situation analysis […]

Actual work

The previous series looked at the many fallacies in the unfortunate concept of individual leadership in organizations. This current series is intended to take a closer look at the actual role of management in them. We began by posing our broad definition of management as “the development of organizational objectives and the identification and deployment […]

Putting leadership in its place

In this series we’ve attempted to make the case for why managers should abandon the essentially irrelevant (to say the least) concept of individual leadership. As we’ve discussed, whatever version you choose of the modern leadership movement’s (MLM) teachings, you will find that it is essentially meaningless without stressing the singular, exceptional status of the […]

Amateur Hour

In the course of this current series, we have seen that the general concept of individual leadership in organizations suffers from a debilitatingly long list of failures. It lacks system, it defies definition, it is unable to develop practitioners or to predict outcomes . . . But never mind: perhaps it is really too dispiriting, […]