Organization Leader
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An Organization Leader is a team leader who performs organizational leadership tasks (such as creating incentives, processes, systems, and roles ...).
- Context:
- They can lead Organizational Changes.
- They can be coached by an Organizational Leader Coach.
- They can range from being a New Organizational Leader to being a Standing Organizational Leader.
- …
- Example(s):
- National Leaders, such as:
- Mahatma Gandhi, leader of India’s independence movement.
- Business Leaders, such as: Jack Welch, Jeff Besos.
- Political Leaders, such as: Angela Merkel, and Mustafa Kemal Atatürk.
- Military Leaders, such as: Alexander the Great, and Genghis Khan.
- Religious Leaders, such as: Jesus Christ, and Mohammad.
- …
- National Leaders, such as:
- Counter-Example(s):
- See: Leadership Style, Leadership, Social Influence, Peer Support, Executive.
References
2020
- (Willink, 2020) ⇒ Jocko Willink. (2020). “Leadership Strategy and Tactics: Field Manual.” ISBN:1250183863
- QUOTE: ... Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative. ...
2005
- (Giberson et al., 2005) ⇒ Tomas R. Giberson, Christian J. Resick, and Marcus W. Dickson. (2005). “Embedding Leader Characteristics: An Examination of Homogeneity of Personality and Values in Organizations.” Journal of Applied Psychology 90, no. 5
- ABSTRACT: The authors (a) investigated trait homogeneity in organizations by examining within organization similarity among members' personality traits and personal values and (b) tested the relationship between the top leaders' personal characteristics and organizational profiles of personality and values. Results replicate and extend B. Schneider, D. B. Smith, S. Taylor, and J. Fleenor's (1998) hypothesis of the homogeneity of personality in organizations. Using data from CEOs and 467 employee participants from 32 organizations, the authors found evidence of within-organization homogeneity of both personality and values. Results also suggest initial empirical support for assumptions presented by E. Schein (1992) and B. Schneider (1987) about leader-follower congruence. Some implications regarding leadership and organizational behavior are discussed.
- QUOTE: ... In all cases, the organization's leader (president, CEO, or owner) was contacted ...
2000
- Evans (2000)
- QUOTE: THE 11 PARADOXES OF LEADERSHIP THAT HANG ON THE WALL OF EVERY LEGO MANAGER
- To be able to build a close relationship with one’s staff, and to keep a suitable distance.
- To be able to lead, and to hold oneself in the background.
- To trust one’s staff, and to keep an eye on what is happening.
- To be tolerant, and to know how you want things to function.
- To keep the goals of one’s department in mind, and at the same time to be loyal to the whole firm.
- To do a good job of planning your own time, and to be flexible with your schedule.
- To freely express your view, and to be diplomatic.
- To be a visionary, and to keep one’s feet on the ground.
- To try to win consensus, and to be able to cut through.
- To be dynamic, and to be reflective.
- To be sure of yourself, and to be humble.
- QUOTE: THE 11 PARADOXES OF LEADERSHIP THAT HANG ON THE WALL OF EVERY LEGO MANAGER