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The Leadership Gap - Nu Leadership Series

By: Daryl G.

“You must be the change you wish to see in the world.”
Mohandas Gandhi

If leaders would lead with integrity, organizations would become more efficient within their structure. Kouzer and Posner, authors of Credibility, argue, “Leaders must reach out and attend to all constituents if they wish to be credible.” Business studies, renowned management consultants, and other respected institutions have tried to convince leaders of the importance of people in the socio-technical system. However, this cry goes unheard!

Hamel and Prahalad, renowned consultants, maintain organizations cannot simply downsize or reengineer without regenerating its core strategy to lead in the future. O’Toole, author of Leading Change, adds that today’s leaders must create shared corporate values to unite followers. Yet, few leaders actually accept this revelation. Many managers would prefer to achieve this goal by manipulating followers as a process to reach their personal end. However, no new organizational structure, regardless of the intent, will change the feeling of betrayal by followers.

Cruising through local markets, eating a meal at McDonalds, or walking through the offices of large corporations, I see American workers overworked and undervalued. With the pressures of globalization, Handy, author of The Age of Unreason, declares that the age of the organization may be coming to an end. Therefore, leaders who don’t place strategy before structure will find themselves at a competitive disadvantage.

References:

Hamel, G. & Prahalad, C. (1994). Competing for the Future. Boston, MA: Harvard Business School Press.

Handy, C. (1995). The Age of Paradox. Boston, MA: Harvard Business School Press.

Kouzes, J. & Posner, B. (2003). Credibility. San Francisco, CA: Jossey-Bass Publishers.

O’Toole, J. (1996). Leading Change. New York: Ballantine Books.

© 2008 by Daryl D. Green

Explore the leadership gap missing in today’s organizations. Nu Leadership is a column that explores the changing workforce and social environment as it relates to leadership development.

Daryl D. Green has published over 100 articles in the field of decision-making and leadership. Mr. Green is an author of several books, including More Than A Conqueror. He has been noted in USA Today and AP. For more information, you can email him at www.darylgreen.org.

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