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Category Archives: Managing Leadership

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 […]

Take charge leadership

Before returning to the main topics in our current discussion of the problems with the prescriptions of the modern leadership movement (MLM), we’re going to take a brief look at two more types of what are generally regarded as genuine examples of “leadership” in organizations. Today, we will explain why one of these examples actually is not leadership at all as it is understood by the MLM, and why it is more accurately seen as a symptom of an unwell organization. This is the sort of leadership we see in the person who steps up and “takes charge.”

Book Review: The Search for Leadership

Books on individual leadership, rather amazingly, continue to come out, and continue to promise great things from the superlative leaders their secrets will help readers become. What they also all do, though, is assume that there is no controversy regarding the location of leadership: it is in individuals, and emanates from them into the organizations which they grace with their presence. Indeed, many of these observers go so far as to say that the organization exists to give expression to the leader’s leadership – or, at least, must reform itself around the unique ways each leader exhibits that leadership. William Tate, a consultant in the United Kingdom with a strong background as a senior manager, offers some long-overdue questions about these assumptions in his new book . . .

Misleading leadership

When you are in charge, however imposing your principle duties may seem, the most difficult problem you face is often the struggle to maintain perspective. That is, to remain focused on those duties, rather than to allow the hopes pinned on their accomplishment to deteriorate into hopes abjectly pinned on you . . .

Business Evolution

Many of us have a tendency to anthropomorphize the concept of evolution. We think of it as animated by a sort of ingrained competitive instinct, or, perhaps, straining toward a pure standard of excellence, a state of perfection. But the truth is . . .