As noted here every year, easily one of the most gratifying aspects of authoring a site like this is the interaction offered by visitors from around the world. They present thoughtful and engaging comments from which we all learn so much, as well as offering us the opportunity to discover additional value on many of [...]
there is another form of what is widely recognized as individual leadership in organizations. Anna Smith refers to an excellent example of this in a recent post on her site, a wonderful resource for managers, What Do You Want From Them. This is the individual leader who appears from within. This typically occurs in larger, more mature organizations, since the form of leadership expressed by founder/owners tends to overwhelm the expression of it by, or even the presence of it in, others. Anna describes an individual . . .
n the most recent post in this current series on the fallacy of individual leadership, we noted that, among the types of leadership we seem to genuinely see in organizations, there is at least one that is, more or less in fact, both organizationally relevant and valid. Valid, because this type has the legal and moral right to give expression to personal leadership in the organization with no concern for violation of fiduciary duty (this is a real and fundamental problem with the modern concept of individual leadership, which we will discuss later in this series). Organizationally relevant, because it does indeed serve as the basis for the formation and operation of the organization. This type is the founding owner. . .
Or:
Jim Stroup's Business card:
Come visit the Managing Leadership
Managing Leadership® is a registered trademark of the author
Bad Behavior has blocked 259 access attempts in the last 7 days.
