Political & Directive
Leadership
Lecture 1 & 2 Notes
Fundamental Assumptions
• People act out of self-interest and personal
pursuit of power, wealth, and influence
• Careerism-focused on their own needs
• Scarcity of resources-zero sum game
• Intensifying competition outside and
complexity inside companies call for
increased specialization
• Organizational units are embedded with
Localitis
Political Leadership
Central tenets
• Move forward in small incremental steps
• Orchestrate change from behind the
scenes
• Selective use of shared information
Setting and Communicating Goals
• Keep your goals flexible, sometimes
vague
• Broad goals minimizes the likelihood
that opposition will mobilize
• Involve as many as possible to
maximize creativity and innovation
• Communicate the strategy over time
Formal Systems and Structures
• Value loyalty in key positions
• Staffs can be a powerful resource to
review and evaluate results for
“contamination”
• Tilt towards greater dependency on staff
assessment
Resolving Conflicts
• Don’t signal your position pre-maturely
• Negotiate compromises that are most
likely to reduce and defuse opposition to
objectives
• Save face for those that might lose in
the situation, if necessary
• Since compromise is likely, answer the
question what am I willing to give up?
Directive Leadership
Fundamental Assumptions
• People are also motivated by a drive to
realize their potential
• They want to take responsibility for their
decision and enjoy the satisfaction of success
• Believe people are willing to meld self-interest
with corporate interest
• Organizations need strong pushes toward
coherence and goals
• Coherence and substance are more
important than style
Setting and Communicating Goals
• Leaders strive to embrace a clear vision
• Encourage open debate grounded in
facts
• Prone to act and set the agenda
• Strive for internal cooperation
• Embrace consistency of purpose and
action
Formal Systems and Structures
• Systems and structures are not ends in
and of themselves
• Rather should be adapted to meet the
needs of the business
• Design and redesign systems and
structures consistent with means and
ends
Resolving Conflicts
• Demand open and frank exchanges
• Some disagreements reflect fundamental
differences in knowledge, assumptions, and
view of risks
• Information is a powerful tool to build a
commitment for shared purpose, goals, and
actions
• Once the issues have been aired and the
strategy is set, everyone pulls together
Political vs. Directive
• P-Bias toward being led by bottom-up
influence over DM
• P-More willingness to rely on corporate
staff
• D-Bias toward top-down influence over
DM distinguishes strategic from tactical
• D-Fully engaged at all necessary levels