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ORGANISATIONAL ECOLOGY AND STRATEGIC LEADERSHIP

ORGANISATIONAL ECOLOGY AND STRATEGIC LEADERSHIP

Post by Per Christensen

This post lays out five principle insights into how and why any enterprise in the globe nowadays ought to practise Strategic Leadership internally in the organisation.

An organisation's basic philosophy is much more essential to its result than technological and/ or economic resources, organisational structure, innovation and selection of time.Thomas Watson Jr.

This write-up contains no info about technological trends, economical predictions or market analyses. It lays out five principle insights into how and why any enterprise in the globe nowadays really should practise Strategic Leadership internally in the organisation.

Both method and leadership are these days a matter of course. How comes, then, that so quite few enterprises do actually practise Strategic Leadership? The reasons are several. Best managers want to keep all ways open, not becoming bound to follow previously decided paths. They want to maintain flexibility. Sometimes they have hidden agendas that would surface if method was overtly formulated. In some cases middle management hides from method and leadership because they want to have the liberty to side with the best one day, the bottom the other - even on the identical topic. Leadership is risky, several managers appear to really feel. One sticks one's neck out, and it might be cut off. Strategic decisions may be unpopular. Or, one's incompetence as strategic leader may well turn out to be evident. Often processes as those presented here are avoided just due to the fact they take time. There are so numerous good factors - and many of them are respectable and sensible.

No-strategy and no-leadership may possibly be OK on a dreamy pacific island. Nevertheless, in an atmosphere with ever quicker altering technologies, markets and international politics, and with an ever stronger competition long term survival depends on technique and leadership. The competitively able enterprises of these days and tomorrow are lean, delayered, decentralised, delegated and flexible. Such enterprises have method, it is identified, owned and practised by far more than a CEO and leadership is practised at all management levels.

Strategic Leadership is based on 5 insights into the essence of organisations. These insights are here formulated as principles:

Within the ecosystem, all components are dependant on other components for their very existence. Individuals and groups inside an organisation are mutually dependant on each and every other and have superior frequent interests.

Whenever destructive conflicts appear on the scene, the major reason is that the 'parties' involved are not aware that they are parts of a system on which they all depend. Normally there is a lack of typical goals is such circumstances. Strategy contains the widespread goals, identity and ethics. Without method, the organisation is fragmented into departments, professional groups and working groups with no co-operation or synergy.

Individuals and/ or groups of folks defend their territory against intruders, and hierarchical positions against rivals.

There is no doubt that man is territorial. Without method, no frequent territory is defined. Then people and groups define their own territory, which is defended and given superiority, even over the interests of the company. Motivation to perform for the company diminishes, motivation to fight for one's own or one's own group's interests (against other's in the business) improve.

Man is also hierarchical. Without obvious leadership, a lasting struggle to establish the missing hierarchy starts off. This is wrongly frequently understood as expressions of a power require. This struggle is most frequently superfluous. A clear-cut hierarchy based on Strategic Leadership is the essential first step to avoid 'power struggles'.

For all systems and organisations there is a theoretical optimum degree of openness:- Closed systems and monocultures degenerate and/ or die out- Entirely exposed systems shed integrity, identity and concentrate

Totally free flow of details, and cost-free discussion between organisational levels and lines is a necessity. No single individual can be the informed specialist of every thing in today's complex world. Strategic Leadership ensures that this exchange of expertise and opinion happens. The organisation should be a truly open technique internally - and of course externally.

A program that is very open runs the risk of losing integrity, identity and focus. That is exactly yet another contribution from Strategic Leadership: a technique that is owned by all hands implies integrity, identity and concentrate.

The impact of influences to the ecosystem and upon organisations is dependent on:- The content material of the influence- The context- The order in which the influences come- The stage of development of the system

The fruitful ongoing approach of Strategic Leadership need to be strictly led and follow certain patterns. Unless this is taken seriously, the circumstance could turn to the worse. Power struggles, bureaucracy, de-motivation and wasted time could result. Content, context, syntax and the developmental stage of the technique need to be regarded.

Ecosystems and organisations are governed by feedback.

The strategically led firm depends, as we stated, on cost-free flows of info and opinion. The company is a complex, self-organising and self-correcting system. Any breach in feedback loops is a threat to the company. Feedback need to be encouraged, and it ought to be noticed as a matter of course, and an obvious duty of any employee. Feedback is encouraged and put to program in Strategic Leadership.

We see then, that Strategic Leadership has a theoretical basis. This will be further detailed throughout this booklet. Empirical information also strongly supports the necessity of Strategic Leadership. The studies of successful enterprises in the eighties and nineties show that values and strategic objectives are deeply rooted in the corporate culture of those enterprises, and that their managers practise much more active leadership than mere administrative management.

Excerpt of eBook - Organisational Ecology and Strategic LeadershipBy Per A Christensen w/Jon Lund HansenChristensen eBookswww.christensen-ebooks.com