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- Title
The Pathway to Integral Operational Leadership.
- Authors
Park, Greg
- Abstract
In today's successful twenty first century business organisation the operational leader is to be regarded less as the "dinosaur", to be culled in the interests of efficiency, but rather as the pivotal leadership role in re-defining and effectively implementing an alternative organisational logic. This new leadership logic takes into account, in an integral manner, the dynamic and radical changes within the wider socio-economic context and culture of which the business organisation is but a part and upon which it is dependant for sustained performance and long term survival. Given increasing acceptance that the prevalent rational, transactional, impersonal, process and profit driven leadership logic is redundant as a means of operational effectiveness and sustained performance in the twenty first century organisational context, we propose a re-focus of attention in respect of organisational leadership to those who are more willing, capable of and pivotally located within the organisation to leverage the key "assets" of the organisation. This will be achieved through the application of a more integral, "big picture" and relationally intelligent leadership logic. In "synch" with the substantial changes in the social, economic, business and organisational environment over recent decades, occasioned in particular by technological and scientific advances, it is appropriate that leadership logic adapts in more than a piecemeal and reticent manner in order to hold any prospect of optimal and sustained organisational performance. We therefore encourage operational leaders to adjust their cognitive process from one of a narrow, "hands-on", head down to a more "brain-on", integral cognitive process.
- Subjects
LEADERSHIP; INDUSTRIAL management; LOGIC; CORPORATE culture; INSTITUTIONAL environment; TECHNOLOGICAL innovations
- Publication
Integral Leadership Review, 2016, p155
- ISSN
1554-0790
- Publication type
Article