Q. |
Does the organisational leadership model advocate group leadership? |
A.
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No. The concept of group or collective leadership is quite different from that of organisational leadership. The latter is a means of obtaining appropriate leadership, whoever exercises it.
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Q.
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What is the difference between individual and organisational leadership?
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A. |
The two should not be thought of as opposites. Organisational leadership is a systems-based approach to improving the way leadership is practised ('what allows it to flourish; what permits and sustains appropriate leadership, and what inhibits it'). It looks at leadership from the organisation's standpoint, optimising leadership as a key organisational resource. |
Q.
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How is accountability affected by organisational leadership?
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A. |
Senior managers remain accountable to their shareholders or other relevant stakeholders. Accountability is not diffused by the concept of organisational leadership. But as leadership expands, there is likely to be less reliance on a single, all-powerful figurehead. |
Q.
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Does the new model negate individual leadership development?
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A. |
The organisational leadership model challenges popular usage of the development model. It argues that whilst individual leadership development can be appropriate for individual leaders, it rarely contributes much to making organisations as a whole better led. If the latter is needed, then there are better ways. At the very least, development can be made more robust by strengthening the organisation focus. |
Q.
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In what way does the typical leadership development model fail organisations?
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A. |
The familiar approach is dominated by a supply-side, push strategy run by 'providers'. It gives too little attention to the demand side - what organisations need, and what organisations can do. This is one reason why so little of what is learnt is applied. When an organisation needs to tackle general leadership shortcomings, an individual-centred personal development approach isn't appropriate. |
Q.
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Is there a role for individual leader skill development?
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A. |
A personal development route may achieve something personal for individuals, if that's all that is wanted. But the organisation usually has an agenda of its own, if it thinks enough about it. The sum of many managers being trained in leadership won't deliver that. There are too many things that only the organisation can provide and these often get left out. |
Q.
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What is typically omitted in the development process?
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A. |
Few organisations are clear enough about the 'context, concerns and content' it needs to input to the development process. They give development the wrong mandate, don't monitor the activity closely, and fail to hold development to account for serving the business. The traditional mindset about leaders, leadership and development gets in the way of asking the right questions. |
Q.
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How is improving leadership different from developing it?
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A. |
Besides the development route, an organisation can recruit and promote better leaders, reward the best, move on those past their sell-by date, examine the leadership culture, make better use of existing leadership talent, get rid of obstacles to leadership being exercised. Every point on the employment spectrum contains leadership issues and leadership opportunities. |
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How does a focus on organisational leadership change HR's role?
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A. |
The whole of HR can get involved in a joined-up way to bring improved leadership to the organisation in the ways mentioned. |
Q. |
Where is the best place to start? |
A. |
Probing some serious issues. What does the organisation mean by leadership? What does it need leadership for? Who needs it? Do current leaders have too much power or too little? What form does that power take? What is obstructing the exercise of leadership? How are we wasting leadership? Which stakeholders are benefiting from leadership, and who is missing out? Is the current leadership culture serving the business well? Who do we need to behave more like leaders? What would this look like? How will our leadership needs be different in the future? What are the various ways we can improve? The Organisational Leadership Audit takes users through this way of thinking and looking at their organisation. |
© William Tate, Prometheus Consulting, 2003 |
