Presented by

Andrew J. Marsiglia, PhD

May 2009
 Introduction

Key Management & Leadership Points

Application of Findings

Unanswered Questions

Conclusion

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 Leadership is Most Critical Organization Need in 21st Century
Important At all Organization Levels
Most Important at Upper Management Levels
 Concerned less with minutiae of running organization
 Set strategic goals
 Keep subordinates focused

Organization Theory Paradigm Changing

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 Leadership is often defined relative to our perspectives of
particular people we admire, believe and are willing to
support.

Inherent Qualities of Leaders

Newton Gingrich
Mozart & Elton John
Jack Welch & Jeff Bezos

Continuously seek potential leaders within their

organizations and are quick to in develop leadership
qualities in them

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 1. Core Qualities: Integrity, Honesty, Compassion, Courage
2. Have Judgement and Character. Cannot be taught like technical competitance.
3. Persistent, Motivated, Dedicated
4. Speak to people on their own level.
5. Are truly focused on their people. Are sincere and focused on them.
6. Are direct.
7. Capable of kindling vision and energy.
8. Respects and empowers their subordinates.
9. Are self-sacrificing
10. Radiate Confidence.
11. Stays focused on the "big picture".
12. Are accessable. (Lesser leaders are isolated.)

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 1. Live with
Integrity &
Lead by
Example

6. Tie it All
2. Develop a
Together with
Winning
Reinforcing
Strategy or
management &
“Big Idea.”
Compensation

5. Create a
3. Build a great
Flexible,
Management
Responsible
Team
Organization

4. Inspire
Employees to
Achieve
Greatness
Source: Citrin, J.M. and Neff, T.J. Digital Leadership, Strategy
and Business, Booz-Allen, and Hamilton. First Quarter 2000.

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 Organizational Strategy will be affected by:

 Collapsing Birthrate in the Developed World

 Shifting Distribution of Disposable Income

 The Way Performance is Defined

 Global Competitiveness

 Growing Incongruence Between Economic Reality

and Political Reality

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 It is a Mental State of Being Familiar or Believing
Something Through Experience
Sensory (a posteriori)
Non-Sensory (a priori)

Need Justified True Belief

Knowledge?
Opinion?

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 Individuals Acquire Knowledge in Similar Ways

Interpret Information Relative to Their Cognitive Diversity

Culture
Environment

Incorrect Interpretation Creates

Ambiguity
Uncertainty
Anxiety

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 Meaning & Reality is Based on Previous Experience &
Traditions Borgmann

Meaning & Reality Tightly Coupled Knowledge

Acquisition Methods

Rational Knowledge Produces Meaning

Sense of meaning congruent with other knowledge
“Realiabilism” – new knowledge is congruent with what is
already known Ernest Sosa

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Age
Career Discipline
Demographics
Spiritual & Moral Values
Brain
a
Gender
Physical Body Condition
Personality Types
Physical Brain Condition

Sensory Rationalized
Information Declarations

External Environment
 The Discipline of Management
 Management is Business Management
 There is – or there must be – one right organization structure
 There is – or there must be – one right way to manage people

The Practice of Management

Technologies, markets, and end-uses are given
 Management’s scope is legally defined
 Management is internally focused
 The economy is defined by national boundaries and is the “ecology” of
enterprise and management

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 Industrial Centers
Factories Located in Regional Areas
Mainly staffed by men

Closed Environment
Homogeneous Workforce
Low education level
Lived within few miles of job site
Personal familiarity with colleagues

Stability & Certainty

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 Organizations Expand Their Interests
Multiple Regions
Global

Heterogeneous Workforce

Information Increase & Dissemination

Open Environment

Result
Ambiguity
Uncertainty
Anxiety

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 People are more than an Autonomous Industrial Resource
Organizations Exist to Serve Human Needs
Shift from Predominantly Manual Work to Knowledge Work
Use smaller staffs supplemented with contractors
Emphasis on Employee Diversity
Improved Employee Education Level
Global Information Availability
Employees Take Their Worth from Their Field not Their Company
Kantor

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 The Discipline of Management

 Management is the specific & distinguishing organ of any and all

organizations.

 Management needs to learn to look for, to develop, to test the

organization that fits the task.

 One does not manage people. The task is to lead people. And the
goal is to make productive the specific strengths & knowledge of
each individual.

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 The Practice of Management
 Technologies nor end-use is a foundation for management policy. They are
limitations.

 The scope of management is not legal. It has to be operational. It has to embrace

the entire process. It has to be focused on results & performance across the entire
“economic” chain.

 The practice of management, and by no means for businesses only, will

increasingly have to be defined operationally rather than politically.

 Management exists for the sake of the organization’s results. It must start with
the intended results & organize resources to attain these results.

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 “Due to postmodernism’s ambiguity and flexibility,
organizations will be needed more than ever before
because more clarity will be needed in respect to
missions, values, and strategy; in balancing long-range
and short-range goals; in defining results”
Frances Hesselbein

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 Recognize that Other People are as Uniquely Different as We Are
Unique Way of Thinking
Personality Differences
Problem Solving Skills
Different Values
Unique Strengths

Do Not Build a Staff of Clones

People Acquire Knowledge Unique to Them

Truth Can be Relative
Concept of Reality and Meaning

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 Respect Diversity of Personnel
Be culturally articulate

Be Aware that Employees Have Limited Loyalty

New Management Skills are Required:

Must be thinkers as well as doers
Conceive & execute complex strategies
Manage the public-private interface
Develop global capabilities
Provide intellectual & administrative leadership
Participate in continuous professional education
Maintain high standard of morality & behavior

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 Charles Handy (1992), Albert Borgmann (1996), and Walter
Anderson (1990) each comment on the lack of contentment or
sullenness experienced by people in North America and Britain.
How can postmodern leaders use their organizations to help
overcome this condition?

Should we create organizations that fill in the gaps in employees

lives left by the postmodern phenomenon? Should we even try?

As North American businesses move from manual work to

knowledge work, how do we solve the problem of former manual
workers who cannot be, or refuse to be, retrained?

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 How far should managers and leaders go in redefining Milton
Friedman’s profit motive axiom for corporations so that they place
greater emphasis on altruistic corporate activities? Should more
emphasis be placed on the needs of stakeholders rather than
stockholders as posited by Handy (1992)?

What will be the impact on organizations from the intrusion of

global political establishments like the United Nations?

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